A Model of Knowledge-sharing for the 21st Century Organizations / Un modelo de conocimiento compartido para las organizaciones del siglo XXI

Organizations’ survival ability is increasingly constrained by their innovation possibilities, that is, by their capacity to create and share knowledge in order to cope with new and more complex challenges. Aiming for the three axes on which new organizational models must be based (economic, technological, and social innovation), this article carries out a systematic review among five databases on the variables related to innovation in organizations. After applying exclusion criteria, 132 papers out of the 1,215 originally found were analyzed. As a result, an integrating theoretical model was proposed from the organizational psychology perspective: the model of knowledge-sharing organizations. The model allows for cultural, psychosocial, and technological aspects and proposes three levels of analysis: 1) innovative culture and governance (that groups together the characteristics of a culture oriented towards innovation, and the organizational policies into which it is translated); 2) leadership, teams, and people (that includes variables that impact people’s innovative capacity, leadership styles, and forms of teamwork); and 3) technological tools for innovation (that focus on how technology can be used, specifically ICT, to enhance the organization’s innovative capacity). Future directions as well as limitations are addressed at the end of the article.(AU)

La capacidad de supervivencia de las organizaciones está cada vez más condicionada por sus posibilidades de innovación, es decir, por su capacidad de crear y compartir conocimiento para hacer frente a nuevos y más complejos retos. Atendiendo a los tres ejes en los que deben basarse los nuevos modelos organizativos (innovación económica, tecnológica y social), el artículo realiza una revisión sistemática en cinco bases de datos sobre las variables relacionadas con la innovación en las organizaciones. Tras aplicar criterios de exclusión, se analizaron 132 trabajos de los 1,215 encontrados inicialmente. Como resultado, se propuso un modelo teórico integrador desde la perspectiva de la psicología organizacional: el modelo de organizaciones creadoras de conocimiento compartido. El modelo contempla aspectos culturales, psicosociales y tecnológicos, y propone tres niveles de análisis: 1) cultura innovadora y gobernanza (que agrupa las características de una cultura orientada a la innovación y las políticas organizativas en las que se traduce); 2) liderazgo, equipos y personas (que incluye las variables que inciden en la capacidad innovadora de las personas, los estilos de liderazgo y las formas de trabajo en equipo); 3) herramientas tecnológicas para la innovación (que se centra en cómo se puede utilizar la tecnología, concretamente las TIC, para potenciar la capacidad innovadora de la organización). Finalmente, se abordan las limitaciones del estudio y se proponen futuras líneas de investigación.(AU)

Telework and Face-to-Face Work during COVID-19 Confinement: The Predictive Factors of Work-Related Stress from a Holistic Point of View.

This article explores the socio-labor conditions in which people worked during confinement, analyzing the predictors of work-related stress, according to work modality (face-to-face or teleworking), from a holistic and quantitative (n = 328) point of view. To identify predictors of stress, correlational analyses and multiple hierarchical regressions were conducted with individual, organizational, and societal variables. Furthermore, to analyze the possible modulating role of gender, caregiving, and the level of responsibility in organizations in the relationship between predictor variables and work stress, the macro process of Hayes was used. Our results show that work-family conflict and ruminative thoughts predict stress in both modalities. In teleworking modality, the hours dedicated to work predicted stress, and in face-to-face modality, safety measures and perceived economic threat (tendentially). Being in charge of persons moderated the relationship between ruminative thoughts and economic threat, and stress in face-to-face. Results are discussed by identifying good practices that can improve workplace risk prevention strategies.

(Tele)Work and Care during Lockdown: Labour and Socio-Familial Restructuring in Times of COVID-19.

COVID-19, and the lockdown requirement, altered our daily lives, including the restructuring of work and socio-familial organisation of millions of people. Through two studies, we explored how workers experienced this period. The first, qualitative study (N = 30) aimed to understand how workers lived through lockdown by identifying the key elements that shaped their experiences. Thematic content analysis revealed four emerging themes: (1) work and socio-health situation in which lockdown was experienced; (2) consequences on work organisation and resources available for change; (3) work-life balance management; and (4) psychosocial consequences and coping with the situation. The second, quantitative study (N = 332) explored the socio-health situation, new work organisation, work-life balance, and psychosocial consequences and coping strategies developed during this period, analysing participants' differences in terms of gender, working modality (on-site or teleworking) and care responsibilities through ANOVA analysis. Results revealed the non-democratic nature of the pandemic, with differences and similarities according to gender, working modality and having or not having dependents. Results are discussed identifying areas that need to be addressed to ensure the well-being of workers.

Team Emotional Intelligence: Emotional Processes as a Link Between Managers and Workers.

Research has shown that transformational leaders are able, through emotional contagion mechanisms, to transmit their emotions and boost positive feelings among their followers. Although research on leadership and team processes have shown a positive relation between transformational leadership and workers' well-being, there is a lack of studies examining the "black box" of this association. The present study aimed to assess the mediation effect of team emotional intelligence (TEI) of the management team on the relationship between management's transformational behaviors and employees' responses. Data were gathered from two sources: 1,566 managers grouped into 188 teams pertaining to a total of 90 firms, and 4,564 workers from the same 90 firms. The results showed that management team TEI and the emotional state of "passion" among employees had a full mediation effect on the relationship between management teams' transformational leadership and employees' cohesion. Implications of these results are discussed.

Belonging and Social Integration as Factors of Well-Being in Latin America and Latin Europe Organizations.

BACKGROUND: Studies and meta-analyses found individual, meso and micro-social factors that are associated with individual well-being, as well as a positive socio-emotional climate or collective well-being. AIM: This article simultaneously studies and examines these factors of well-being. METHOD: Well-Being is measured as a dependent variable at the individual and collective level, as well as the predictors, in three cross-sectional and one longitudinal studies. Education and social intervention workers (N = 1300, K = 80) from Chile, Spain and Uruguay participate; a subsample of educators (k = 1, n = 37) from the south central Chile and from Chile, Uruguay and Spain (n = 1149); workers from organizations in Latin America and Southern Europe, military cadets from Argentina (N < 1000); and teams (K = 14) from Spanish companies. RESULTS: Individual and collective well-being indicators were related, suggesting that the emotional climate as a context improves personal well-being. Individual factors (emotional creativity and openness and universalism values), psychosocial factors (low stress, control over work and social support supervisors and peers) were positively associated with personal well-being in education and social intervention context. Organizational dynamic or transformational culture is directly and indirectly associated with individual well-being through previously described psychosocial factors. Group processes such as internal communication and safe participation, task orientation or climate of excellence as well as leadership style that reinforces participation and belonging, were positively associated with collective well-being in labor and military context and predict team work socio-emotional climate in a longitudinal study- but were unrelated to individual well-being. Transformational leadership plays a mediating role between functional factors and social-emotional climate in work teams. Organizational role autonomy, functional organizational leadership, integration and resources were associated with collective well-being in organizations. Organizational leadership moderates the relationship between task orientation and collective well-being in military context. CONCLUSION: Individual and microsocial factors influence personal well-being. Meso level factors favorable to well-being through processes which reinforce social belonging, influence directly collective well-being and indirectly personal well-being. Leadership that reinforces participation and belonging play a central role for emotional climate. Stress and emotional climate playing an important pivotal role for psychological well-being.

El papel del entrenamiento autoguiado en la relación entre el conflicto de tarea y la innovación en equipos virtuales / The role of self-guided training in the relationship between task conflict and innovation in virtual teams

El objetivo del estudio es analizar el papel modulador de un programa de entrenamiento autoguiado en la relación entre conflicto de tarea e innovación en equipos virtuales (EV) y a través de comunicación sincrónica mediada por ordenador (CSMO). Para ello, se llevó a cabo un estudio de laboratorio donde 26 equipos fueron asignados a la condición de entrenamiento y 24 a la condición control. Nuestros resultados confirman que si bien la relación entre el conflicto de tarea y la innovación en los equipos es negativa, el entrenamiento autoguiado puede frenar los efectos contraproducentes. Así, nuestro estudio aporta evidencia adicional de la relación lineal entre el conflicto de tarea y la innovación en equipos de CSMO, amplía la investigación previa realizada en equipos cara a cara al contexto virtual y sugiere que el entrenamiento autoguiado puede ser útil para la innovación de los equipos virtuales (AU)

This study was conducted to evaluate the moderating role of self-guided training in the relationship between task conflict and team innovation in synchronic computer-mediated communication (SCMC) teams. For this purpose, a laboratory study was carried out in which 26 teams were assigned to the training condition and 24 to the control condition. Results confirmed that SCMC teams develop a negative relationship between task conflict and innovation, but also revealed that self-guided training may slow these counterproductive effects down. Our study provides new evidence of the linear relationship between task conflict and team innovation in SCMC teams, extending previous research findings obtained in face-to-face teams to virtual context and suggest that self-guided training can be useful for virtual team innovation (AU)

[The role of self-guided training in the relationship between task conflict and innovation in virtual teams]. / El papel del entrenamiento autoguiado en la relación entre el conflicto de tarea y la innovación en equipos virtuales.

This study was conducted to evaluate the moderating role of self-guided training in the relationship between task conflict and team innovation in synchronic computer-mediated communication (SCMC) teams. For this purpose, a laboratory study was carried out in which 26 teams were assigned to the training condition and 24 to the control condition. Results confirmed that SCMC teams develop a negative relationship between task conflict and innovation, but also revealed that self-guided training may slow these counterproductive effects down. Our study provides new evidence of the linear relationship between task conflict and team innovation in SCMC teams, extending previous research findings obtained in face-to-face teams to virtual context and suggest that self-guided training can be useful for virtual team innovation.