Table 1 Knowledge sharing and... | Emerald Publishing

Table 1

Knowledge sharing and organizational creativity literature synoptic table

Title	Source	Methodology	Main results
Woodman, R. W., Sawyer, J. E., and Griffin, R. W. (1993). Toward a theory of organizational creativity	Academy of Management Review	Conceptual Empirical	Within the individual, both cognitive (knowledge, cognitive skills and cognitive styles/preferences) and non-cognitive (e.g. personality) aspects of the mind are related to creative behavior They argued that knowledge sharing occurs at individual, group and organizational levels and that knowledge is the most valuable element for creativity In addition to identifying the relevant and useful knowledge of group members for use in solving group problems, groups provide an arena in which members can use others as resources to increase their own knowledge. In this way, the member not only contributes to his or her own knowledge but also uses the knowledge of others to promote the usefulness of his or her own skills
Ikujiro Nonaka (1994) A dynamic theory of organizational knowledge creation	Organization Science	Conceptual	Knowledge is also stored within organizations in the form of common organizational practices and routines. Organizational knowledge depends on the ability to institutionalize individual-based knowledge to make it available to other organizational members. It argues that explicit knowledge can be achieved through combination and internalization, while tacit knowledge can be achieved through socialization of internalized knowledge. This model is important, as it is the first design of the SECI model, as will be explained below
Nonaka, I. and Konno, N. (1998). The concept of “Ba”: Building a foundation for knowledge creation	California Management Review	Conceptual	They stated that knowledge management can be defined as a method that simplifies and improves the process of sharing, distributing, creating and understanding company knowledge. In this study, they developed the SECI Model design which is very valuable for explicit and tacit knowledge sharing (socialization, externatilization, combination and internatilization)
Stembert, R. J. and Lubart, T. I. (1999). The concept of creativity: Prospects and paradigms. In R. J. Stemberg (Ed.)	Handbook of Creativity, Cambridge University .New York, NY: Press	Conceptual	The study states that knowledge sharing supports creativity. Knowledge sharing has been recognized as a kind of human intellect for creativity. They argued that knowledge that improves decision-making, learning, human performance at work and problem-solving processes are essential for creativity
Taggar, S. (2002). Individual creativity and group ability to utilize individual creative resources: A multilevel model	Academy of Management Journal	Empirical	This study argues that teams can achieve a higher level of creativity when they include both creative members and effective processes where members can collectively approach and use the knowledge available within the team
Kessel, M., Kratzer, J. and Schultz, C. (2012). Psychological safety, knowledge sharing, and creative performance in healthcare teams	Creativity and innovation management	Empirical	This study examined (1) the contribution of knowledge sharing activities within teams to creative performance and (2) the extent to which knowledge sharing mediates the relationship between psychological safety and creative performance. Moreover, in line with the results of previous research, the results showed that there is a significant relationship between knowledge sharing and creativity. This study concluded that knowledge sharing contributes more to team creativity than information sharing. Moreover, this study is the first to empirically demonstrate that knowledge sharing is effective in explaining the relationship between psychological safety and creativity
Cheung, S. Y., Gong, Y., Wang, M., Zhou, L. and Shi, J. (2016). When and how does functional diversity influence team innovation? The mediating role of knowledge sharing and the moderation role of affect-based trust in a team.	Human relations	Empirical	This study examined the interaction between a cognitive factor (i.e. knowledge sources associated with functional diversity) and an affective factor (i.e. affect-based trust in a team) to understand when functional diversity can inhibit team innovation through knowledge sharing. The findings as a whole suggest that the integration of cognitive and affective approaches helps to clarify the mixed findings documented in the literature on the effects of functional diversity on team innovation and creativity

Title	Source	Methodology	Main results
Woodman, R. W., Sawyer, J. E., and Griffin, R. W. (1993). Toward a theory of organizational creativity	Academy of Management Review	ConceptualEmpirical	Within the individual, both cognitive (knowledge, cognitive skills and cognitive styles/preferences) and non-cognitive (e.g. personality) aspects of the mind are related to creative behaviorThey argued that knowledge sharing occurs at individual, group and organizational levels and that knowledge is the most valuable element for creativityIn addition to identifying the relevant and useful knowledge of group members for use in solving group problems, groups provide an arena in which members can use others as resources to increase their own knowledge. In this way, the member not only contributes to his or her own knowledge but also uses the knowledge of others to promote the usefulness of his or her own skills
Ikujiro Nonaka (1994)A dynamic theory of organizational knowledge creation	Organization Science	Conceptual	Knowledge is also stored within organizations in the form of common organizational practices and routines. Organizational knowledge depends on the ability to institutionalize individual-based knowledge to make it available to other organizational members. It argues that explicit knowledge can be achieved through combination and internalization, while tacit knowledge can be achieved through socialization of internalized knowledge. This model is important, as it is the first design of the SECI model, as will be explained below
Nonaka, I. and Konno, N. (1998). The concept of “Ba”: Building a foundation for knowledge creation	California Management Review	Conceptual	They stated that knowledge management can be defined as a method that simplifies and improves the process of sharing, distributing, creating and understanding company knowledge. In this study, they developed the SECI Model design which is very valuable for explicit and tacit knowledge sharing (socialization, externatilization, combination and internatilization)
Stembert, R. J. and Lubart, T. I. (1999). The concept of creativity: Prospects and paradigms. In R. J. Stemberg (Ed.)	Handbook of Creativity, Cambridge University .New York, NY: Press	Conceptual	The study states that knowledge sharing supports creativity. Knowledge sharing has been recognized as a kind of human intellect for creativity. They argued that knowledge that improves decision-making, learning, human performance at work and problem-solving processes are essential for creativity
Taggar, S. (2002). Individual creativity and group ability to utilize individual creative resources: A multilevel model	Academy of Management Journal	Empirical	This study argues that teams can achieve a higher level of creativity when they include both creative members and effective processes where members can collectively approach and use the knowledge available within the team
Kessel, M., Kratzer, J. and Schultz, C. (2012). Psychological safety, knowledge sharing, and creative performance in healthcare teams	Creativity and innovation management	Empirical	This study examined (1) the contribution of knowledge sharing activities within teams to creative performance and (2) the extent to which knowledge sharing mediates the relationship between psychological safety and creative performance. Moreover, in line with the results of previous research, the results showed that there is a significant relationship between knowledge sharing and creativity. This study concluded that knowledge sharing contributes more to team creativity than information sharing. Moreover, this study is the first to empirically demonstrate that knowledge sharing is effective in explaining the relationship between psychological safety and creativity
Cheung, S. Y., Gong, Y., Wang, M., Zhou, L. and Shi, J. (2016). When and how does functional diversity influence team innovation? The mediating role of knowledge sharing and the moderation role of affect-based trust in a team.	Human relations	Empirical	This study examined the interaction between a cognitive factor (i.e. knowledge sources associated with functional diversity) and an affective factor (i.e. affect-based trust in a team) to understand when functional diversity can inhibit team innovation through knowledge sharing. The findings as a whole suggest that the integration of cognitive and affective approaches helps to clarify the mixed findings documented in the literature on the effects of functional diversity on team innovation and creativity

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