Journal
MANAGEMENT SCIENCE
Volume 49, Issue 9, Pages 1180-1195Publisher
INFORMS
DOI: 10.1287/mnsc.49.9.1180.16564
Keywords
knowledge transfer; boundary spanning; organizational learning; product development
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This paper examines how knowledge is integrated in complex technology and product development settings. By framing the task of knowledge integration as a cycle, we highlight the inability of current knowledge transfer theories to explain the consequences that arise from the path-dependent nature of knowledge. We compare the complexity of this knowledge integration task to previous efforts in terms of its novelty and the organizational properties of specialization and dependence that are required. Drawing on evidence from two empirical studies, we outline three stages of the knowledge transformation cycle, which addresses the complexity of this integration task. We conclude with the implications of this knowledge transformation cycle on our understanding of knowledge management and organizational learning.
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