팀의 지식공유가 팀 혁신성과에 미치는 영향: 팀 심리적 지식 소유감과 팀 리더의 지식전파능력의 3차항 조절효과

Many prior studies on organizational innovation have focused on discovering determinantsof innovation performance at individual and organizational levels. However, studies on team levelfactors affecting innovation performance or team level innovation performance have been relativelylimited. In light of this, this study has investigated the impact of team-level knowledge sharing onteam innovation performance, and explored the relevant conditions that maximize the aboverelationship. Specifically, this study first analyzed the direct impact of team-level knowledge sharingon team innovation performance. In addition, the process of team-level knowledge sharing to teaminnovation is assumed to be significantly influenced by the team members' collective psychologicalownership and the team leader's ability to disseminate knowledge. Therefore, we examined moderatingeffects of both team’s psychological ownership and the team leader's disseminate capability ofknowledge on the relationships between team-level knowledge sharing and team innovationperformance. Finally, the three-way interaction between team knowledge sharing, the team'spsychological knowledge ownership and the team leader's knowledge transmission capabilities wasanalyzed for the appropriate conditions to maximize the positive effect of team knowledge sharingon team innovative performance. The survey was conducted on the members of 63 teams working at 21 small andmedium-sized enterprises in Korea and used for the empirical analysis. Empirical analysis shows thatfirst, knowledge sharing of the team has a positive effect on the team's innovation performance. Second,if the team's psychological knowledge ownership is high, the result has been that the team's knowledgesharing weakens its impact on the team's innovation performance. Third, the knowledge disseminatecapability of the team leader in these relationships has shown no significant effect. Finally, the analysis of the three-way interaction effects of team knowledge sharing, team's psychological knowledgeownership and team leader's knowledge disseminate capability showed that the team's psychologicalknowledge ownership is low, and team leader's knowledge transfer ability is high, the team's knowledgesharing effect is most strengthened. On the other hand, if a team has a high knowledge ownershipand the team leader has a low knowledge disseminate capability, the team's knowledge sharing hasthe least effect on the team's innovation performance. These empirical findings provided that psychological knowledge ownership of team, whichhas not been addressed well in previous studies, plays an important role between knowledge-sharingand innovation at team. In addition, this research suggested that there could be various conditionalfactors affecting the relationship between team knowledge sharing and team innovation performanceand their dynamic interaction effects should be explored. In addition, this study provides some practicalimplications in the following respects: First, it was found that the knowledge sharing of the teamwas important to improve the team's innovation performance. Therefore, it is suggested that the interestsand efforts of managers are needed to establish job training program for enhancing knowledge sharingamong team members, proper team climate and organizational support system well so that knowledgesharing within the team can be actively promoted. Second, managers need to encourage sharing ofpersonal knowledge in team and set up appropriate performance assessments and rewards for knowledgesharing team members. Third, it is necessary to support and educate team leaders to properly cultivateknowledge disseminate capability at the organizational level.