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51
The double-edged swords of autonomy and external knowledge: analyzing team effectiveness in a multinational organization
- The Academy of Management Journal
, 2010
"... Extending the differentiation-integration view of organizational design to teams, I propose that self-managing teams engaged in knowledge-intensive work can perform more effectively by combining autonomy and external knowledge to capture the benefits of each while offsetting their risks. The complem ..."
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Extending the differentiation-integration view of organizational design to teams, I propose that self-managing teams engaged in knowledge-intensive work can perform more effectively by combining autonomy and external knowledge to capture the benefits of each while offsetting their risks. The complementarity between having autonomy and using external knowledge is contingent, however, on characteristics of the knowledge and the task involved. To test the hypotheses, I examined the strategic and operational effectiveness of 96 teams in a large multinational organization. Find-ings provide support for the theoretical model and offer implications for research on team ambidexterity and multinational management as well as team effectiveness. In many organizations, self-managing teams con-duct knowledge-intensive work such as designing new products, developing innovative technologies, and delivering professional services to clients (e.g.,
THERE’S NOTHING AS GOOD AS A PRACTICAL THEORY: THE PARADOX OF MANAGEMENT EDUCATION
, 2005
"... Practicing managers, the users and consumers of management theory, are not applying theories as we understand them. They are using an ontologically based version of theory that is only tenuously related to its epistemological origins. We will show that for the management practitioner Lewin’s most fa ..."
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Cited by 3 (2 self)
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Practicing managers, the users and consumers of management theory, are not applying theories as we understand them. They are using an ontologically based version of theory that is only tenuously related to its epistemological origins. We will show that for the management practitioner Lewin’s most famous dictum is wrong- and that there really is nothing as good as a practical theory.
Aligning Knowledge Management with Competitive Strategy: A Framework
"... Abstract: This paper presents a hybrid approach to understanding the knowledge management requirements for a knowledge intensive service organization. It proposes a strategy-knowledge management alignment framework grounded in literature. The framework was constructed by studying four published case ..."
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Abstract: This paper presents a hybrid approach to understanding the knowledge management requirements for a knowledge intensive service organization. It proposes a strategy-knowledge management alignment framework grounded in literature. The framework was constructed by studying four published case-studies that tackle knowledge management at world class management consulting firms. The paper then applies the framework to two cases in the knowledge intensive services sector. The first case studies a young management consulting firm needing to formalize its knowledge management policies and processes. The second case studies the creation of an IT Outsourcing Services Division by a traditional telecommunications company that needs to expand its product offering to increase its opportunities for growth in a small market. The two case studies support the proposed framework and show that it can be used to obtain practical solutions in a business environment. One of the case studies also contributes to developing the case method in research by using the Socratic Dialogue as a means to collecting and analyzing evidence.
Systems Theory and Knowledge Management Systems: The Case of Pratt-Whitney Rocketdyne
- in Hawaii International Conference on System Sciences, Proceedings of the 41st Annual. IEEE
"... All in-text references underlined in blue are linked to publications on ResearchGate, letting you access and read them immediately. ..."
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All in-text references underlined in blue are linked to publications on ResearchGate, letting you access and read them immediately.
CAPABILITIES AND ROUTINES IN NEW ORGANIZATIONS: Evidence from the field
, 2006
"... Emerging organizational research has proposed increasingly nuanced links between capabilities and routines, which in turn play vital roles in organizational survival and prosperity. We draw on prior work to define capabilities as involving some consistency in potential outcomes in a particular domai ..."
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Emerging organizational research has proposed increasingly nuanced links between capabilities and routines, which in turn play vital roles in organizational survival and prosperity. We draw on prior work to define capabilities as involving some consistency in potential outcomes in a particular domain. This contrasts with routines, which involve consistency in processes. We report results of an inductive study of patterns linking capabilities and routines in 60 young firms, drawing on 1,725 transcript pages. Many capabilities arose through deliberate design or combinations of existing routines. In rare cases organizations repeatedly improvised in a particular area and thereby sustained capabilities that did not rely on consistent routines in the relevant action domain. We also found several ways in which organizational capabilities sometimes harmed overall organizational performance, although in some cases the organizations learned from harmful capabilities. Routines arose from multiple sources. We highlight three forms of “making do” with routines available from varied sources, all forms of bricolage. Finally, routines played several roles in organizational transformation in addition to their contribution to inertia. The paper suggests that we can theoretically distinguish capabilities from routines even as they are intertwined over time in organizations, and that improvisation and bricolage play roles in organizational entrepreneurial learning.
Building Organizational Knowledge Quality: Investigating the Role of Social Media and Social Capital
"... To the extent that knowledge is the most strategically important resource for sustainable competitive advantage, organizations must consciously and systematically manage their knowledge asset. In this paper, we explore how social media and social capital at the organizational level help organization ..."
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To the extent that knowledge is the most strategically important resource for sustainable competitive advantage, organizations must consciously and systematically manage their knowledge asset. In this paper, we explore how social media and social capital at the organizational level help organizations benefit from their knowledge management initiatives in turn improving organizational knowledge quality. A research model was developed and survey data were used to test the model. The preliminary results show that social media helps to provide the technical environment conducive to knowledge exchange and social capital enables the actual knowledge sharing between businesses. Both facilitate an organizational emphasis on
Effects of Coordination Mechanisms
"... Subsidiary roles and reverse knowledge transfer: An investigation of the effects of coordination mechanisms ..."
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Subsidiary roles and reverse knowledge transfer: An investigation of the effects of coordination mechanisms
Knowledge Refinement Effectiveness Completed Research Paper
"... Electronic knowledge repositories represent one of the fundamental tools for knowledge management (KM) initiatives. This research examines organizational and dyadic factors that determine the effectiveness of knowledge refinement, the process of evaluating, analyzing and optimizing the knowledge obj ..."
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Electronic knowledge repositories represent one of the fundamental tools for knowledge management (KM) initiatives. This research examines organizational and dyadic factors that determine the effectiveness of knowledge refinement, the process of evaluating, analyzing and optimizing the knowledge object to be stored in a repository. A survey study with a matched-triad design was conducted with 318 authors, validators and users of a global knowledge repository system. Results revealed that perceived procedural justice, expertise gap, communication frequency, and shared understanding significantly influenced the quality of refined knowledge, while perceived procedural justice also positively influenced the quality of initial knowledge contributions. These findings are discussed with respect to future research and managerial practices.
Relationship between Human Resources Management Practices, Transformational Leadership, and Knowledge Sharing on Innovation in Iranian Electronic Industry
"... Electronic industry needs innovation to survive, and also to compete internationally. This study examines factors that can enhance technical innovation of companies in the electronic industry of Iran. The main purpose of this study is to examine the relationship between human resource management pra ..."
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Electronic industry needs innovation to survive, and also to compete internationally. This study examines factors that can enhance technical innovation of companies in the electronic industry of Iran. The main purpose of this study is to examine the relationship between human resource management practices, transformational leadership, knowledge sharing, and innovation of the large and major electronic companies. More specifically, the research attempts to examine whether knowledge sharing mediates the relationship between human resource management practices and transformational leadership with innovation. A quantitative research approach was used in this study. A cross-sectional correlational research design was used. The sample for this study was drawn from a population of 23,704 employees (managers, engineers, and expert technicians) of eight largest electronic companies in Iran using stratified sampling method. The sample size was 376. After exploratory Factor Analysis (EFA) and confirmatory factor analysis (CFA), structural equation modeling (SEM) technique was used to test the hypothetical model. The Findings asserts that only two HRM practices (training and participation) and three transformational leadership components (vision, intellectual stimulation and personal recognition) have significant impacts on innovation. Besides, knowledge sharing has significant
