The DOI matches its Crossref record; 12 of the 12 references it cites were found in a registry or an index.
Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations
Abstract
We develop a differentiated productivity model of knowledge sharing in organizations proposing that different types of knowledge have different benefits for task units. In a study of 182 sales teams in a management consulting company, we find that sharing codified knowledge in the form of electronic documents saved time during the task, but did not improve work quality or signal competence to clients. In contrast, sharing personal advice improved work quality and signaled competence, but did not save time. Beyond the content of the knowledge, process costs in the form of document rework and lack of advisor effort negatively affected task outcomes. These findings dispute the claim that different types of knowledge are substitutes for each other, and provide a micro‐foundation for understanding why and how a firm's knowledge capabilities translate into performance of knowledge work. Copyright © 2007 John Wiley & Sons, Ltd.
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Cites
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Toward a knowledge-based theory of the firm
Grant, R. M. (1996) · Strategic Management Journal · doi:10.1002/smj.4250171110 · Cited by 16,157
Knowledge of the firm, combinative capabilities, and the replication of technology
Kogut, B., & Zander, U. (1992) · Organization Science · doi:10.1287/orsc.3.3.383 · Cited by 12,939 · cited 2×
“In contrast, strategy research that takes a knowledge-based view of the firm has emphasized performance implications, but the theoretical focus here has been on firm-level rather than task-level variation in performance (e.g., Grant, 1996; Kogut and Zander, 1992).”
BackgroundOrganizational learning: The contributing processes and the literatures
Huber, G. P. (1991) · Organization Science · doi:10.1287/orsc.2.1.88 · Cited by 8,072
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Exploring internal stickiness: Impediments to the transfer of best practice within the firm
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The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits
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Self-citationAccelerating Adaptive Processes: Product Innovation in the Global Computer Industry
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“In other settings, an early launch of a new product means an early generation of new revenues (e.g., Eisenhardt & Tabrizi, 1995; Wheelwright & Clark, 1992).”
Cited by
Strategic Knowledge Management, Innovation, and Performance
Maroofi, F. (2014) · Advances in Information Quality and Management · doi:10.4018/978-1-4666-5888-2.ch462 · Cited by 293
Jones, M., & Alony, I. (2011) · International Journal of Doctoral Studies · doi:10.28945/1429 · Cited by 246
“…and inhibit this sharing of knowledge Knowledge sharing was selected as a research topic as it has been found to improve organisational performance (Haas & Hansen, 2007; Lesser & Storck, 2001), to promote competitive advantage (Argote & Ingram, 2000), to enhance organisational learning (Argote,…”
BackgroundEisenberg, J., & Mattarelli, E. (2017) · Journal of International Management · doi:10.1016/j.intman.2016.11.007 · Cited by 102
Confident or Competent? How to Avoid Superstitious Learning in Alliance Portfolios
Heimeriks, K. H. (2010) · Long Range Planning · doi:10.1016/j.lrp.2009.10.004 · Cited by 70
Metadata
- Authors
- Haas, M. R., & Hansen, M. T.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2007-07-16
- Volume
- 28
- Issue
- 11
- Pages
- 1133-1153
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W1980035914
- Cited by
- 609
- References
- 12
- FWCI
- 71.27
- Type
- journal article
- Language
- en
- Open access
- closed
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Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
