Access the full text.
Sign up today, get DeepDyve free for 14 days.
Morten Hansen, Marie Mors, Bjørn Løvås (2005)
KNOWLEDGE SHARING IN ORGANIZATIONS: MULTIPLE NETWORKS, MULTIPLE PHASESAcademy of Management Journal, 48
Gee-Woo Bock, R. Zmud, Young-Gul Kim, Jae-Nam Lee (2005)
Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Factors, and Organizational ClimateMIS Q., 29
Konstantinos Kostopoulos is a research fellow at MSL, AUEB from where he also holds his PhD in Innovation Management. His research concentrates on innovation and learning, and knowledge management
F. Damanpour (1991)
Organizational Innovation: A Meta-Analysis Of Effects Of Determinants and ModeratorsAcademy of Management Journal, 34
(1996)
Trust and crises’
P. Ingram, P. Roberts (2000)
Friendships among Competitors in the Sydney Hotel Industry1American Journal of Sociology, 106
Wenpin Tsai (2001)
Knowledge Transfer in Intraorganizational Networks: Effects of Network Position and Absorptive Capacity on Business Unit Innovation and PerformanceAcademy of Management Journal, 44
C. Gibson (2004)
THE ANTECEDENTS , CONSEQUENCES , AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY
S. Winter, R. Nelson (1983)
An evolutionary theory of economic change
D. Hambrick
Guest editor's introduction: putting top managers back in the strategy picture
Morten Hansen (1999)
The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization SubunitsAdministrative Science Quarterly, 44
M. Feldman, Roger Martin (2005)
Constructing jurisdictional advantageResearch Policy, 34
Andrew Hargadon, A. Fanelli (2002)
Special Issue: Knowledge, Knowing, and Organizations: Action and Possibility: Reconciling Dual Perspectives of Knowledge in OrganizationsOrgan. Sci., 13
N. Ashkanasy, C. Wilderom, M. Peterson (2000)
Handbook of Organizational Culture and Climate
H. Frank (2002)
The AuthorsAmerican Behavioral Scientist, 46
K. Klein, S. Kozlowski (2000)
Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions
Hugo Hollanders, A. Arundel (2004)
Exploring innovation performances by sectors
L. Argote (1999)
Organizational Learning: Creating, Retaining and Transferring Knowledge
L. Argote, Bill McEvily, R. Reagans (2003)
Managing Knowledge in Organizations: An Integrative Framework and Review of Emerging ThemesManag. Sci., 49
J. Dyer, Kentaro Nobeoka (2000)
Creating and managing a high‐performance knowledge‐sharing network: the Toyota caseStrategic Management Journal, 21
P. Podsakoff, D. Organ (1986)
Self-Reports in Organizational Research: Problems and ProspectsJournal of Management, 12
Wesley Cohen, Daniel Levinthal (1990)
ABSORPTIVE CAPACITY: A NEW PERSPECTIVE ON LEARNING AND INNOVATIONAdministrative Science Quarterly, 35
R. Baron, D. Kenny (1986)
The moderator-mediator variable distinction in social psychological research: conceptual, strategic, and statistical considerations.Journal of personality and social psychology, 51 6
B. Kogut, U. Zander (1992)
Knowledge of the Firm, Combinative Capabilities, and the Replication of TechnologyOrganization Science, 3
G. Krogh, 一條 和生, 野中 郁次郎 (2000)
Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation
(2003)
Knowledge sharing and the communal resource
M. Mulvenna, F. Zambonelli, K. Curran, C. Nugent (2005)
Knowledge Networks
Tanya Menon, J. Pfeffer (2003)
Valuing Internal vs. External Knowledge: Explaining the Preference for OutsidersLabor: Personnel Economics
Morten Hansen (2002)
Special Issue: Knowledge, Knowing, and Organizations: Knowledge Networks: Explaining Effective Knowledge Sharing in Multiunit CompaniesOrgan. Sci., 13
B. Kogut, Z. Lambert, R. Durand (2007)
Exploring internal stickiness : Impediments to the transfer of best practice within the firm
M.T. Hansen
Knowledge networks: explaining effective knowledge sharing in multiunit companies
W. Baker, James Sinkula (1999)
The synergistic effect of market orientation and learning orientation on organizational performanceJournal of the Academy of Marketing Science, 27
(2002)
Building the Knowledge Management Network
L. Argote, P. Ingram (2000)
KNOWLEDGE TRANSFER: A BASIS FOR COMPETITIVE ADVANTAGE IN FIRMSOrganizational Behavior and Human Decision Processes, 82
Javier Carrillo (1997)
Managing Knowledge-based Value SystemsJ. Knowl. Manag., 1
William Glick (1985)
Conceptualizing and Measuring Organizational and Psychological Climate: Pitfalls in Multilevel ResearchAcademy of Management Review, 10
Lisa Harris, A. Coles, K. Dickson, Ian McLoughlin (2002)
Building collaborative networks : New product development across organisational boundaries
L. James, R. Demaree, Gerrit Wolf (1993)
rwg: An assessment of within-group interrater agreement.Journal of Applied Psychology, 78
Dusya Vera, M. Crossan (2004)
Strategic Leadership and Organizational LearningAcademy of Management Review, 29
M. Becerra (2002)
Perceived Trustworthiness Within The Organization: The Moderating Impact Of Communication Frequency
D. Hambrick (1989)
Putting top managers back in the strategy picture
(2003)
Valuing internal versus external knowledge
A. Ven (1986)
Central problems in the management of innovation
D. Levin, Rob Cross (2004)
The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge TransferManag. Sci., 50
(2007)
To purchase reprints of this article please e-mail: reprints@emeraldinsight.com Or visit our web site for further details: www.emeraldinsight.com/reprints
R. Kanter (2000)
When a Thousand Flowers Bloom: Structural, Collective, and Social Conditions for Innovation in Organization
M. Becerra, A.K. Gupta
Perceived trustworthiness within the organization: the moderating impact of communication frequency on trustor and trustee effects
R. Reagans, Ezra Zuckerman (2001)
Networks, Diversity, and Productivity: The Social Capital of Corporate R&D TeamsOrganization Science, 12
M. Fischetti (2003)
Working knowledge.Scientific American, 288 4
Gavin Wright (1982)
An evolutionary theory of economic changeTechnology in Society, 4
Gustavo Stubrich (1993)
The Fifth Discipline: The Art and Practice of the Learning OrganizationThe Columbia Journal of World Business, 28
D. Kenny, L. Voie (1985)
Separating individual and group effectsJournal of Personality and Social Psychology, 48
K. Dirks, D. Ferrin (2001)
The Role of Trust in Organizational SettingsOrganization Science, 12
G. Grisetti, C. Stachniss, K. Arras, W. Burgard (1984)
Further ReadingInternational Journal of Christianity & Education, os-27
S. Ghoshal, Harry Korine, Gabriel Szulanski (1994)
Interunit Communication in Multinational CorporationsManagement Science, 40
R. Reagans, Bill McEvily (2003)
Network Structure and Knowledge Transfer: The Effects of Cohesion and RangeAdministrative Science Quarterly, 48
Wenpin Tsai, S. Ghoshal (1998)
Social Capital and Value Creation: The Role of Intrafirm NetworksAcademy of Management Journal, 41
M. Haas, Morten Hansen (2005)
When using knowledge can hurt performance: the value of organizational capabilities in a management consulting companySouthern Medical Journal, 26
(1990)
The Consequence of Modernity
M. Haas, Morten Hansen (2007)
Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizationsSouthern Medical Journal, 28
I. Nonaka, R. Toyama, N. Konno (2000)
SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge CreationLong Range Planning, 33
D. Ferrin, K. Dirks (2003)
Special Issue: Trust in an Organizational Context: The Use of Rewards to Increase and Decrease Trust: Mediating Processes and Differential EffectsOrgan. Sci., 14
N.M. Ashkanasy, C.P.M. Wilderom, M.F. Peterson
Introduction
Anil Gupta, V. Govindarajan (1986)
Resource Sharing Among Sbus: Strategic Antecedents and Administrative ImplicationsAcademy of Management Journal, 29
M. Osterloh, B. Frey (1999)
Motivation, Knowledge Transfer, and Organizational FormsLabor: Personnel Economics
S. Pan, H. Scarbrough (1998)
A Socio-Technical View of Knowledge Sharing at Buckman LaboratoriesJ. Knowl. Manag., 2
D.L. Ferrin, T.K. Dirks
The use of rewards to increase and decrease trust: mediating processes and differential effects
Anil Gupta, V. Govindarajan (2000)
Knowledge flows within multinational corporationsStrategic Management Journal, 21
D. Long, Liam Fahey (2000)
Diagnosing cultural barriers to knowledge managementAcademy of Management Perspectives, 14
D. Hambrick, P. Mason (1984)
Upper Echelons: The Organization as a Reflection of Its Top ManagersAcademy of Management Review, 9
(2000)
Introduction’’, in Ashkanasy
Keith Mattacks (2003)
Managing Knowledge WorkLeadership & Organization Development Journal, 24
M. Crossan, H. Lane, Roderick White (1999)
An Organizational Learning Framework: From Intuition to InstitutionAcademy of Management Review, 24
Ken Smith, C. Collins, Kevin Clark (2005)
Existing Knowledge, Knowledge Creation Capability, and the Rate of New Product Introduction in High-Technology FirmsAcademy of Management Journal, 48
Anil Menon, P. Varadarajan (1992)
A Model of Marketing Knowledge use within FirmsJournal of Marketing, 56
Purpose – The purpose of this paper is to conduct an investigation into knowledge‐sharing mechanisms by empirically testing the role that context plays in the transfer of actionable knowledge, and, in turn, for innovation. Design/methodology/approach – A multiple‐respondents survey was performed in 72 business units of companies belonging to the ICT, pharmaceutical and food industries in Greece. In total, 295 useful questionnaires were collected using a multiple respondent strategy. All constructs were measured with multi‐item scales and validated using exploratory factor analyses. A total of seven hypotheses were generated following a literature review on the key determinants of context for effective knowledge sharing. The hypotheses were tested using ordinary least squares regression. Findings – The research shows that when units pursue knowledge transfer between their different actors, contextual factors such as trust, motivation to transfer knowledge, management support and learning orientation are crucial for fostering knowledge transfer and innovation. This contribution is important since the need for developing an organizational context where knowledge transfer and innovation flourish is constantly put forth in the business press, while the empirical and research based evidence for its importance has been scarce. Research limitations/implications – There is a research need in knowledge sharing theory to define and identify an integrated model concerning the contextual factors that enable the knowledge sharing process. Having established a firm relationship between organizational context and innovation, the research also sets a foundation for further exploring the organization‐environment link in terms of leveraging organizational knowledge dynamics. Originality/value – The research is a first attempt to show that the construct “perceived usefulness of knowledge” is a critical proxy of knowledge transfer effectiveness, as well as to find support for its positive relation to innovation.
Journal of Knowledge Management – Emerald Publishing
Published: Sep 18, 2007
Keywords: Knowledge transfer; Knowledge management; Organizational culture; Innovation; Greece
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.