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Cited by 741

The DOI matches its Crossref record; 9 of the 9 references it cites were found in a registry or an index.

The Intersection of Organizational Identity, Knowledge, and Practice: Attempting Strategic Change Via Knowledge Grafting

Nag, Rajiv, Corley, Kevin G., Gioia, Dennis A.·2007·Academy of Management Journal
DOI 10.5465/amj.2007.26279173
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Abstract

We investigated the attempt of a high-technology R&D organization to transform into a market-oriented organization by “grafting” new, nontechnological knowledge. The intended strategic transformation did not succeed for reasons with wide implications for theory and research. Our findings suggest that the intersection of organizational identity, knowledge, and practice hindered the development of the new knowledge and undermined the broader strategic transformation effort itself. The failure of the graft revealed a previously underrecognized relationship between identity and knowledge that manifested itself in organization members' efforts to preserve the collective practices that characterized how they used knowledge in accomplishing their work.

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Crossref · 10.5465/amj.2007.26279173

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Metadata

Authors
Nag, R., Corley, K. G., & Gioia, D. A.
Venue
Academy of Management Journal
Publisher
Academy of Management
Published
2007-08
Volume
50
Issue
4
Pages
821-847
ISSN
  • 0001-4273 (ISSN-L)
  • 1948-0989
DOI
10.5465/amj.2007.26279173
OpenAlex
W2019906911
Cited by
741
References
9
FWCI
38.44
Type
journal article
Language
en
Open access
closed

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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

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