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Inter‐ and Intra‐Organizational Knowledge Transfer: A Meta‐Analytic Review and Assessment of its Antecedents and Consequences
Abstract
abstract Research on organizational knowledge transfer is burgeoning, and yet our understanding of its antecedents and consequences remains rather unclear. Although conceptual and qualitative reviews of the organizational knowledge transfer literature have emerged, no study has attempted to summarize previous quantitative empirical findings. As a first step towards that goal, we use meta‐analytic techniques to examine how knowledge, organization and network level antecedents differentially impact organizational knowledge transfer. Additionally, we consolidate research on the relationship between knowledge transfer and its consequences. We also demonstrate how the intra‐ and inter‐organizational context, the directionality of knowledge transfers, and measurement characteristics moderate the relationships studied. By aggregating and consolidating existing research, our study not only reveals new insights into the levers and outcomes of organizational knowledge transfer, but also provides meaningful directions for future research.
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“The development of recombination FSAs is also shaped by inter-unit, intra-MNE relationships as they define the degree to which a firm transmits knowledge to a subsidiary”
From Innovation in and from emerging economies: New insights and lessons for international business research (2021) · cites this paper as Van Wijk et al., 2008
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“Moreover, knowledge transfer – a broader process that © 2021 RADMA and John Wiley & Sons Ltd 196 R&D Management 52, 2, 2022 encompasses knowledge sharing (Tangaraja et al., 2016) – was meta- analytically shown to enhance organizational innovativeness (Van Wijk et al., 2008).”
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“20 . effects on knowledge transfer and learning outcomes (Simonin, 2004, Wong and Aspinwall, 2008, Dyba, 2000), but they also have several disadvantages (e.g., less formalization, standardization, and formal procedures) that create difficulties in knowledge transfer execution (Wong and Aspinwall, 2008; Koskinen & Vanh…”
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“In this sense, external learning is an important source of new ideas and information that potentially may result in performance-enhancing innovations, by leveraging the knowledge and skills of others ( Van Wijk et al. , 2008”
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Martinkenaite, I. (2011) · Baltic Journal of Management · doi:10.1108/17465261111100888 · Cited by 68
“Most importantly, researchers emphasize that knowledge acquisition mediates the relationship between a range of antecedents and performance outcomes of inter-organizational knowledge transfer (Lyles and Salk, 1996; Zahra et al., 2000; Lane et al., 2001; Steensma et al., 2005; van Wijk et al., 2008).”
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“In the literature, knowledge transfer has been given various but related labels such as ‗knowledge sharing, ‗knowledge flows‘, ‗knowledge acquisition‘ and ‗knowledge mobilization‘ (Carmel and Nicholson, 2005; Gosain, 2007; Renzl, 2008; van Wijk et al, 2008).”
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“As recently demonstrated by a meta-analysis of van Wijk et al. (2008), it is very important to consider contextual characteristics when analyzing organizational knowledge.”
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Knowledge ties among subsidiaries in MNCs: A multi-level conceptual model
Gnyawali, D. R., Singal, M., & Mu, S. (2009) · Journal of International Management · doi:10.1016/j.intman.2008.02.003 · Cited by 73
Mehner, L., Rothenbusch, S., & Kauffeld, S. (2024) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2024.2319082 · Cited by 149
“2012; Van Wijk et al., 2008; X. Wang et al., 2023).”
Structural holes, exploratory innovation and exploitative innovation
Zang, J. (2018) · Management Decision · doi:10.1108/md-05-2017-0485 · Cited by 81
Headquarters’ Influence on Knowledge Transfer Performance
Ciabuschi, F., Martín, Ó. M., & Ståhl, B. (2010) · Management International Review · doi:10.1007/s11575-010-0042-3 · Cited by 64
“Decentralization involves delegating the locus of authority and decision-making for the purpose of improving the quality and quantity of ideas and knowledge that can be shared across the MNC ( Van Wijk et al. 2008 ).”
BackgroundEffect of network embeddedness on innovation performance of small and medium-sized enterprises
Dogbe, C. S. K., Tian, H., Pomegbe, W. W. K., Sarsah, S. A., & Otoo, C. O. A. (2020) · Journal of strategy and management · doi:10.1108/jsma-07-2019-0126 · Cited by 89
Connecting Interfirm and Intrafirm Collaboration in NPD Projects: Does Innovation Context Matter?
Schleimer, S. C., & Faems, D. (2015) · Journal of Product Innovation Management · doi:10.1111/jpim.12296 · Cited by 67
Crupi, A., Sarto, N. D., Minin, A. D., Phaal, R., & Piccaluga, A. (2020) · Journal of Knowledge Management · doi:10.1108/jkm-06-2020-0419 · Cited by 82
Shafi, M. (2020) · International Journal of Emerging Markets · doi:10.1108/ijoem-11-2019-0989 · Cited by 72
The role of highly skilled migrants in the process of inter-firm knowledge transfer across borders
Liu, X., Gao, L., Lu, J., & Wei, Y. (2014) · Journal of World Business · doi:10.1016/j.jwb.2014.01.006 · Cited by 85
Boscari, S., Danese, P., & Romano, P. (2016) · International Journal of Production Economics · doi:10.1016/j.ijpe.2016.03.013 · Cited by 74
Ho, M. H.-W., & Wang, F. (2014) · International Business Review · doi:10.1016/j.ibusrev.2014.08.002 · Cited by 67
Social capital as a driver of local knowledge exchange: a social network analysis
Díez-Vial, I., & Montoro-Sánchez, Á. (2014) · Knowledge Management Research & Practice · doi:10.1057/kmrp.2014.7 · Cited by 66
“Trust makes people more willing to offer useful knowledge (Tsai & Ghoshal, 1998; Levin & Cross, 2004) and also more willing to listen to and absorb others’ knowledge (Wijk et al, 2008).”
BackgroundTran, Y., Mahnke, V., & Ambos, B. (2010) · doi:10.1007/s11575-010-0046-z · Cited by 66
Inter‐organizational knowledge transfer needs among small and medium enterprises
Chong, C., Chong, S., & Gan, G. C. (2011) · doi:10.1108/00242531111100568 · Cited by 65
Steinmo, M. T. (2015) · Industry and Innovation · doi:10.1080/13662716.2015.1105127 · Cited by 66
“…social capital is a crucial determinant for mitigating tensions and achieving fruitful collaborations between firms and universities in research alliances by giving firms the opportunity to innovate (Masiello, Izzo, and Canoro 2013; van Wijk, Jansen, and Lyles 2008), all of which takes time.”
BackgroundNetwork centrality, organizational innovation, and performance: A meta‐analysis
Wang, H., Jie, Z., Li, Y., & Li, C. (2015) · Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration · doi:10.1002/cjas.1316 · Cited by 73
Using alternative scales to measure knowledge sharing behavior: Are there any differences?
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Compatibility and unlearning in knowledge transfer in mergers and acquisitions
Yildiz, H. E., & Fey, C. F. (2010) · Scandinavian Journal of Management · doi:10.1016/j.scaman.2010.09.010 · Cited by 69
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Liu, X., Huang, Q., Dou, J., & Zhao, X. (2017) · Journal of Business Research · doi:10.1016/j.jbusres.2016.12.027 · Cited by 71
“First, as knowledge, particularly tacit knowledge, is normally held by individuals (Dhanaraj & Parkhe, 2006; Kogut & Zander, 1992), organizations gain resources that enhance their innovation capability by exploiting their members' social capital, as explicitly noted by Van Wijk, Jansen, and Lyles (2008).”
Mom, T. J. M., van Neerijnen, P., Reinmoeller, P., & Verwaal, E. (2015) · Organization Studies · doi:10.1177/0170840615580009 · Cited by 60
“These qualities of relational capital are especially valuable when it concerns the acquisition of complex, new or unproven knowledge which may be tacit or explicit in form (Van Wijk et al., 2008).”
BackgroundSegarra‐Ciprés, M., Roca‐Puig, V., & Llusar, J. C. B. (2013) · Knowledge Management Research & Practice · doi:10.1057/kmrp.2012.55 · Cited by 60
“Concerning the way in which knowledge acquisition contributes to innovation development, various authors (e.g. Ahuja & Lampert, 2001; Katila & Ahuja, 2002; Ahuja & Katila, 2004; Leiponen & Helfat, 2010) have shown that innovation success is more fully explained when firms search widely for…”
BackgroundInternational collaboration and innovation: Evidence from a leading Chinese multinational enterprise
Fu, X., Fu, X., Ghauri, P. N., & Hou, J. (2022) · Journal of World Business · doi:10.1016/j.jwb.2022.101329 · Cited by 92
Parmigiani, A., & Holloway, S. S. (2011) · Strategic Management Journal · doi:10.1002/smj.920 · Cited by 60
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“Knowledge transfer is the core part of knowledge management, while knowledge transfer performance is closely related to organisational performance (Van Wijk et al., 2008).”
BackgroundFirm heterogeneity in complex problem solving: A knowledge‐based look at invention
Caner, T., Cohen, S. K., & Pil, F. K. (2016) · Strategic Management Journal · doi:10.1002/smj.2615 · Cited by 70
Change readiness: creating understanding and capability for the knowledge acquisition process
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The Effect of Language Differences and National Culture on Operational Process Compliance
Gray, J., & Massimino, B. (2014) · Production and Operations Management · doi:10.1111/poms.12212 · Cited by 70
“…contributes to other literature bases, including the international business literature related to national culture (Kirkman et al. 2006, Tung and Verbeke 2010) and language (Harzing and Feely 2008, Luo and Shenkar 2006), as well as the knowledge management literature (Van Wijk et al. 2008).”
BackgroundThe role of social capital and knowledge transfer in selling center performance
Yang, J., Brashear, T. G., & Boles, J. S. (2011) · Journal of Business and Industrial Marketing · doi:10.1108/08858621111115877 · Cited by 63
Community Matters: Successful Entrepreneurship in Remote Rural US Locations
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“In a meta-analysis of 14 years of published research on interorganizational knowledge transfers, van Wijk et al (2008) concluded that businesses that exchanged information with other businesses had higher levels of innovation and were more successful.”
BackgroundTian, M., Yang, J., Zhang, F., Lyu, C., & Deng, C. D. (2021) · International Journal of Project Management · doi:10.1016/j.ijproman.2020.12.005 · Cited by 60
Consequences of Supervisor Knowledge Hiding in Organizations: A Multilevel Mediation Analysis
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Metadata
- Authors
- Van Wijk, R., Jansen, J. J. P., & Lyles, M. A.
- Affiliations
- Indiana University (US)
- Corresponding author
- Van Wijk, Raymond
- ORCID
- Jansen, Justin J. P.
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2008-05-02
- Volume
- 45
- Issue
- 4
- Pages
- 830-853
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W2007467847
- Cited by
- 1,335
- References
- 0
- Citations by year
- 2026: 31 · 2025: 60 · 2024: 48 · 2023: 78 · 2022: 79 · 2021: 85 · 2020: 83 · 2019: 80 · 2018: 104 · 2017: 96 · 2016: 101 · 2015: 91 · 2014: 101 · 2013: 78 · 2012: 84
- FWCI
- 137.26
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Management Studies (publishedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (publishedVersion)
- EUR Research Repository (Erasmus University Rotterdam) (submittedVersion)
- Lancaster EPrints (Lancaster University) (submittedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Social Sciences › Decision Sciences › Information Systems and Management › Knowledge Management and Sharing
- Social Sciences › Education › Innovative Education and Learning Practices
- Keywords
- organizational knowledge transfer, inter-organizational knowledge transfer, intra-organizational knowledge transfer, knowledge networks, moderating effect, measurement properties
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