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515
The strength of weak ties you can trust: the mediating role of trust in effective knowledge transfer
- Management Science
, 2004
"... Recent research suggests that people obtain useful knowledge from others with whom they work closely and frequently (i.e., strong ties). Yet there has been limited empirical work examining why this is so. Moreover, other research suggests that weak ties provide useful knowledge. To help integrate th ..."
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Cited by 239 (7 self)
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Recent research suggests that people obtain useful knowledge from others with whom they work closely and frequently (i.e., strong ties). Yet there has been limited empirical work examining why this is so. Moreover, other research suggests that weak ties provide useful knowledge. To help integrate these multiple findings, we propose and test a model of two-party (dyadic) knowledge exchange, with strong support in each of the three companies surveyed. First, the link between strong ties and receipt of useful knowledge (as reported by the knowledge seeker) was mediated by competence- and benevolence-based trust. Second, once we controlled for these two trust dimensions, the structural benefit of weak ties became visible. This latter finding is consistent with prior research suggesting that weak ties provide access to non-redundant information. Third, we found that competence-based trust was especially important for the receipt of tacit knowledge. We discuss implications for theory and practice. 2
Taking stock of networks and organizations. A multilevel perspective
- Acad Manage J
"... The central argument of network research is that actors are embedded in networks of interconnected social relationships that offer opportunities for and constraints on behavior. We review research on the antecedents and consequences of networks at the interpersonal, interunit, and interorganizationa ..."
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Cited by 205 (6 self)
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The central argument of network research is that actors are embedded in networks of interconnected social relationships that offer opportunities for and constraints on behavior. We review research on the antecedents and consequences of networks at the interpersonal, interunit, and interorganizational levels of analysis, evaluate recent theoretical and empirical trends, and give directions for future research, highlighting the importance of investigating cross-level network phenomena. The order of authorship is alphabetical, reflecting equal contributions from the four authors. We thank all reviewers and authors who helped make this special research forum possible, and above all we thank Tom Lee for his strong support throughout this process. A quarter century of social network research in management journals has resulted in the accumulation of many findings in recent years (see, for example, Borgatti and Foster [2003] for a recent
Leadership development: A review in context’,
- The Leadership Quarterly
, 2001
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Alliance Management as a Source of Competitive Advantage
- JOURNAL OF MANAGEMENT 2002 28(3) 413–446
, 2002
"... Strategic alliances are an important source of resources, learning, and thereby competitive advantage. Few firms have all of the resources needed to compete effectively in the current dynamic landscape. Thus, firms seek access to the necessary resources through alliances. We examine the management o ..."
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Cited by 104 (1 self)
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Strategic alliances are an important source of resources, learning, and thereby competitive advantage. Few firms have all of the resources needed to compete effectively in the current dynamic landscape. Thus, firms seek access to the necessary resources through alliances. We examine the management of strategic alliances using the theoretical frames of transactions cost, social network theory and the resource-based view. Alliances must be effectively man-aged for their benefits to be realized. Effective alliance management begins with selecting the right partner. Furthermore, alliances must be managed to build social capital and knowledge. To maximize cooperation among the partners, a trust-based relationship must be developed. Therefore, we conclude that managing alliances is crucial for firms to gain competitive advantage and create value with strategic alliances.
Strategic Alliances as Social Capital: A Multidimensional View
- Strategic Management Journal
, 2002
"... All in-text references underlined in blue are linked to publications on ResearchGate, letting you access and read them immediately. ..."
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Cited by 93 (0 self)
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All in-text references underlined in blue are linked to publications on ResearchGate, letting you access and read them immediately.
More than network structure: How knowledge influences managerial performance and innovativeness
- Strategic Management Journal
, 2004
"... This study deals with individual managerial performance, both overall and in generating innovation. While prior work has demonstrated a relationship between network structure and managerial performance, inadequate attention has been paid to network content. We consider several micro-social processes ..."
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Cited by 83 (0 self)
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This study deals with individual managerial performance, both overall and in generating innovation. While prior work has demonstrated a relationship between network structure and managerial performance, inadequate attention has been paid to network content. We consider several micro-social processes that might account for differences in managerial performance, taken from economic sociology and studies of managers ’ exploitation of their social networks and derived from work in psychology on the genesis of ideas. We compare the influence of these mechanisms on managerial performance using a sample of 106 middle managers in a European telecommunications company. Our findings suggest that, while network structure matters, access to heterogeneous knowledge is of equal importance for overall managerial performance and of greater importance for innovation performance. Copyright 2004 John Wiley & Sons, Ltd.
A Framework of Knowledge Management Systems: Issues and Challenges for Theory and Practice
- in Proceedings of ICIS 2000
, 2000
"... As the basis of value creation increasingly depends on the leverage of the intangible assets of firms, Knowledge Management Systems (KMS) are emerging as powerful sources of competitive advantage. However, the general recognition of the importance of such systems seems to be accompanied by a technol ..."
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Cited by 83 (2 self)
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As the basis of value creation increasingly depends on the leverage of the intangible assets of firms, Knowledge Management Systems (KMS) are emerging as powerful sources of competitive advantage. However, the general recognition of the importance of such systems seems to be accompanied by a technology-induced drive to implement systems with inadequate consideration of the fundamental knowledge problems that the KMS are likely to solve. This paper contributes to the stream of research on Knowledge Management Systems by proposing an inductively developed framework for this important class of information systems, classifying KMS based on the locus of the knowledge and the a-priori structuring of contents. This framework provides a means to explore issues related to KMS and unifying dimensions underlying different types of KMS. The contingencies that we discuss: the size and diversity of networks, the maintenance of knowledge flows and the long term effects of the use of KMS provide a window into work in a number of reference disciplines that would enrich the utility of KMS and also open up fruitful areas for future research.
The importance of resources in the internationalization of professional service firms: The good, the bad, and the ugly
- Academy of Management Journal
, 2006
"... comments on earlier versions of this work. Also, we thank Paul Beamish, Bert Cannella, Royston ..."
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Cited by 41 (1 self)
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comments on earlier versions of this work. Also, we thank Paul Beamish, Bert Cannella, Royston
