The impact of team atmosphere on knowledge outcomes in self-managed teams

This study defines the construct of team atmosphere and provides a framework within which causes and consequences of team atmosphere in knowledge transfer and creation can be empirically investigated. Data were collected using a survey of 363 individuals of 12 companies who worked in self-managed teams. As predicted, results indicated that a 'high care' atmosphere among team members favours both the transfer and the creation of knowledge. Findings also showed that certain management initiatives foster this type of atmosphere. The study concludes with some recommendations for future research in this area.