| Knowledge Dynamics: Reconciling Competing Hypotheses of Knowledge Flow |
| | Knott, Anne Marie | U. of Pennsylvania | knott@wharton.upenn.edu | (215)573-9628 |
| | McKelvey, Bill | U. of California, Los Angeles | mckelvey@anderson.ucla.edu | 310-825-7796 |
| | A striking schism between economics and sociology is found in opposing null hypotheses regarding the flow of knowledge. In general, economists hold that knowledge flows freely, and that the challenge is to impede that flow. In contrast, sociologists hold that knowledge is inert, and that the challenge is to facilitate knowledge flow. The problem with opposing null hypotheses is that they may lead to competing prescriptions that cancel each other such that there is no innovation or growth. We examine the origins of these competing perspectives, as well as the empirical results sustaining them. We synthesize the empirical regularities of knowledge flow from both fields, in an effort to specify a model of knowledge dynamics. Our goal for the model is first, to reconcile the competing null hypotheses, and second, to develop a set of prescriptions that allow each field to achieve its respective objectives regarding knowledge flows. Through simulation we find that both fields are partially correct. More importantly, we find that the two fields' prescriptions for knowledge growth, rather than canceling each other, actually are mutually reinforcing. |
| | Keywords: knowledge |
| Exploring Inflows of Knowledge into Subunits of MNCs: A Relevance Theory Perspective |
| | Schulz, Martin | U. of Washington | martinus@u.washington.edu | (206) 543-4777 |
| | This paper explores inflows of knowledge from peers and supervising units into subunits of multinational corporations (MNCs). The core assumption is that inflows of knowledge into organizational subunits depend on the relevance of the knowledge to the operations performed at the receiving subunit. The study explores three groups of factors which affect the relevance of external knowledge to subunits: Factors related to the local knowledge base of the subunit, factors related to the remote knowledge base (of other organizational units of the MNC), and factors related to the strategic context. Empirical tests of the effect of these factors on inflows support most of the predictions of relevance theory. |
| | Keywords: knowledge flows; absorptive capacity; multinational corporations |
| Competing for attention: The challenge of sharing knowledge in an information-rich organization |
| | Hansen, Morten T. | Harvard U. | mhansen@hbs.edu | (617)-495-5590 |
| | Haas, Martine R. | Harvard U. | mhaas@hbs.edu | (617) 495-6495 |
| | Applying the concept of attention scarcity from organization decision theory to the topic of knowledge sharing in organizations,
we develop a model of how knowledge-providing groups in an information-rich organization seek to gain attention for their codified
knowledge. Our empirical context is a professional services firm in which 43 so-called practice groups publish their knowledge
in electronic databases and seek to gain employees' attention so that they will use their databases. Regression results of database
usage among employees in the firm show that a focal practice group gains attention for its database through processes of
commitment, legitimization, and reputation building. Signing on affiliate and senior members, adhering to strict publishing criteria,
and providing a regular flow of new documents results in higher database usage. However, the same factors that work for a focal
group also work against it when adopted by groups that are similar: usage of a focal group's database decreases when similar groups
engage in these activities. These results demonstrate that there is considerable competition for attention among the groups in
our sample. Implications for theories of knowledge sharing in organizations are discussed. |
| | Keywords: Knowledge management; Knowledge sharing; Attention |
| Learning to build a car: An empirical investigation of organizational learning |
| | Mischke, Gary A. | U. of Manitoba | mischke@ms.umanitoba.ca | (204) 474-6464 |
| | Dyck, Bruno | U. of Manitoba | bdyck@ms.umanitoba.ca | (204) 474-8184 |
| | Starke, Frederick | U. of Manitoba | starkefa@ms.umanitoba.ca | (204) 474-8510 |
| | Mauws, Michael K. | U. of Alberta | michael.mauws@ualberta.ca | (403) 492-2311 |
| | This study provides an empirical examination of basic elements of Nonaka's (1994)
dynamic theory of organizational knowledge creation. The data provide strong support that
knowledge creation in organizations proceeds through a four stage process: 1)
socialization (tacit knowledge amplification); 2) externalization (tacit knowledge is
transformed into explicit knowledge); 3) combination (explicit knowledge amplification);
and 4) internalization (explicit knowledge is transformed into tacit knowledge). In addition
to empirical support for the model, the findings extend previous research in two ways.
First, we found that the overall level of knowledge creation is lowered during times of
equilibrium (after an innovation has been implemented). Second, we observed a fifth phase
in the learning cycle (labeled tacit error correction) which is characterized by a dual
emphasis on externalization and internalization. |
| | Keywords: learning; knowledge creation; innovation |