Browse

Revisiting knowledge transfer: Effects of knowledge characteristics on organizational effort for knowledge transfer

DC Field Value Language
dc.contributor.authorKang, Jina-
dc.contributor.authorRhee, Mooweon-
dc.contributor.authorKang, Ki H.-
dc.date.accessioned2011-12-02T06:02:55Z-
dc.date.available2011-12-02T06:02:55Z-
dc.date.issued2010-12-01-
dc.identifier.citationEXPERT SYSTEMS WITH APPLICATIONS; Vol.37 12; 8155-8160-
dc.identifier.issn0957-4174-
dc.identifier.urihttp://hdl.handle.net/10371/74985-
dc.description.abstractThis study analyzes the effects of knowledge characteristics on the extent of organizational effort for knowledge transfer. In this paper, three knowledge characteristics that affect organizational behavior for knowledge transfer are identified based on knowledge-based views and organizational learning theory: tacitness, difficulty, and the importance of knowledge. We establish three hypotheses on the effects of these three knowledge characteristics on the extent of effort for knowledge transfer (i.e., the frequency of contact with knowledge source), and provide empirical tests employing the dataset from project teams in a multinational consulting firm via the OLS model. Results show that tacitness, difficulty, and importance have positive effects on the frequency of contact with knowledge sources. This implies that firms exert more effort to acquire the knowledge when the knowledge is tacit, difficult, or important. (C) 2010 Elsevier Ltd. All rights reserved.-
dc.language.isoen-
dc.publisherPERGAMON-ELSEVIER SCIENCE LTD-
dc.subjectTacitness-
dc.subjectDifficulty-
dc.subjectImportance-
dc.subjectKnowledge characteristics-
dc.subjectKnowledge transfer-
dc.titleRevisiting knowledge transfer: Effects of knowledge characteristics on organizational effort for knowledge transfer-
dc.typeArticle-
dc.contributor.AlternativeAuthor강지나-
dc.contributor.AlternativeAuthor이문언-
dc.identifier.doi10.1016/j.eswa.2010.05.072-
dc.citation.journaltitleEXPERT SYSTEMS WITH APPLICATIONS-
dc.description.citedreferenceLaursen K, 2006, STRATEGIC MANAGE J, V27, P131, DOI 10.1002/smj.507-
dc.description.citedreferenceLIU CC, 2005, INT J INNOVATION LEA, V2, P434-
dc.description.citedreferenceCarlile PR, 2004, ORGAN SCI, V15, P555, DOI 10.1287/orcs.1040.0094-
dc.description.citedreferenceCHESBROUGH H, 2003, OPEN INNOVATION NEW-
dc.description.citedreferenceKatila R, 2002, ACAD MANAGE J, V45, P1183-
dc.description.citedreferenceEISENHARDT KM, 2002, HDB STRATEGY MANAGEM, P139-
dc.description.citedreferenceKEIL T, 2002, EXTERNAL CORPORATE V-
dc.description.citedreferenceTsoukas H, 2001, J MANAGE STUD, V38, P973-
dc.description.citedreferenceGupta AK, 2000, STRATEGIC MANAGE J, V21, P473-
dc.description.citedreferenceEISENHARDT K, 2000, HARVARD BUSINESS JAN-
dc.description.citedreferenceLam A, 2000, ORGAN STUD, V21, P487-
dc.description.citedreferenceSimonin BL, 1999, STRATEGIC MANAGE J, V20, P595-
dc.description.citedreferenceHansen MT, 1999, ADMIN SCI QUART, V44, P82-
dc.description.citedreferenceZack MH, 1999, CALIF MANAGE REV, V41, P125-
dc.description.citedreferenceALAVI M, 1999, COMMUNICATIONS AIS, V1-
dc.description.citedreferenceAthanassiou N, 1999, STRATEGIC MANAGE J, V20, P83-
dc.description.citedreferenceInkpen AC, 1998, ORGAN SCI, V9, P454-
dc.description.citedreferenceLane PJ, 1998, STRATEGIC MANAGE J, V19, P461-
dc.description.citedreferenceBROWN SL, 1998, COMPETING EDGE STRAT-
dc.description.citedreferenceLORD MD, 1998, ACAD MANAGEMENT BEST, V98-
dc.description.citedreferenceTeece DJ, 1997, STRATEGIC MANAGE J, V18, P509-
dc.description.citedreferenceGrant RM, 1996, STRATEGIC MANAGE J, V17, P109-
dc.description.citedreferenceMowery DC, 1996, STRATEGIC MANAGE J, V17, P77-
dc.description.citedreferenceSzulanski G, 1996, STRATEGIC MANAGE J, V17, P27-
dc.description.citedreferenceGrant RM, 1996, ORGAN SCI, V7, P375-
dc.description.citedreferenceLiebeskind JP, 1996, ORGAN SCI, V7, P428-
dc.description.citedreferenceHenderson R, 1996, RAND J ECON, V27, P32-
dc.description.citedreferencePowell WW, 1996, ADMIN SCI QUART, V41, P116-
dc.description.citedreferenceBlackler F, 1995, ORGAN STUD, V16, P1021-
dc.description.citedreferenceNONAKA I, 1995, KNOWLEDGE CREATING C-
dc.description.citedreferenceZANDER U, 1995, ORGAN SCI, V6, P76-
dc.description.citedreferenceHENDERSON R, 1994, STRATEGIC MANAGE J, V15, P63-
dc.description.citedreferenceSPENDER JC, 1994, INT BUSINESS REV, V3, P353-
dc.description.citedreferencePETERAF MA, 1993, STRATEGIC MANAGE J, V14, P179-
dc.description.citedreferenceAMIT R, 1993, STRATEGIC MANAGE J, V14, P33-
dc.description.citedreferenceKOGUT B, 1992, ORGAN SCI, V3, P383-
dc.description.citedreferenceMarch JG, 1991, ORGAN SCI, V2, P71, DOI 10.1287/orsc.2.1.71-
dc.description.citedreferenceGALBRAITH CS, 1990, CALIF MANAGE REV, V32, P56-
dc.description.citedreferenceCORCORAN K, 1987, MEASURES CLIN PRACTI-
dc.description.citedreferenceWINTER SG, 1987, COMPETITIVE CHALLENG, P159-
dc.description.citedreferenceTEECE DJ, 1986, RES POLICY, V15, P285-
dc.description.citedreferenceCRONBACH L, 1984, ESSENTIALS PSYCHOL T-
dc.description.citedreferenceRUMELT RP, 1984, COMPETITIVE STRATEGI, P556-
dc.description.citedreferenceWERNERFELT B, 1984, STRATEGIC MANAGE J, V5, P171-
dc.description.citedreferenceNUNNALLY JC, 1978, PSYCHOMETRIC THEORY-
dc.description.citedreferenceSUNDBERG ND, 1977, ASSESSMENT PERSONS-
dc.description.citedreferenceDIESING P, 1972, PATTERNS DISCOVERY S-
dc.description.citedreferencePOLANYI M, 1962, PERSONAL KNOWLEDGE P-
dc.description.citedreferencePENROSE EG, 1959, THEORY GROWTH FIRM-
dc.description.tc0-
dc.identifier.wosid000281339900086-
Appears in Collections:
College of Engineering/Engineering Practice School (공과대학/대학원)Dept. of Industrial Engineering (산업공학과)Journal Papers (저널논문_산업공학과)
Files in This Item:
There are no files associated with this item.
  • mendeley

Items in S-Space are protected by copyright, with all rights reserved, unless otherwise indicated.

Browse