The Mechanisms and Components of Knowledge Transfer: The Virtual Special Issue on Knowledge Transfer Within Organizations

References

• Abell P, Felin T, Foss N (2008) Building micro-foundations for the routines, capabilities, and performance links. Managerial Decision Econom. 29(6):489–502.Crossref, Google Scholar
• Agarwal R, Campbell BA, Franco AM, Ganco M (2016) What do I take with me? The mediating effect of spin-out team size and tenure on the founder-firm performance relationship. Acad. Management J. 59(3):1060–1087.Crossref, Google Scholar
• Albert D (2018) Organizational module design and architectural inertia: Evidence from structural recombination of business divisions. Organ. Sci. 29(5):890–911.Link, Google Scholar
• Ansari SM, Fiss PC, Zajac EJ (2010) Made to fit: How practices vary as they diffuse. Acad. Management Rev. 35(1):67–92.Crossref, Google Scholar
• Argote L, Fahrenkopf E (2016) Knowledge transfer in organizations: The roles of members, tasks, tools, and networks. Organ. Behav. Human Decision Processes 136:146–159.Crossref, Google Scholar
• Argote L, Ingram P (2000) Knowledge transfer: A basis for competitive advantage in firms. Organ. Behav. Human Decision Processes 82(1):150–169.Crossref, Google Scholar
• Argote L, Aven BL, Kush J (2018) The effects of communication networks and turnover on transactive memory and group performance. Organ. Sci. 29(2):191–206.Link, Google Scholar
• Assenova VA (2020) Early-stage venture incubation and mentoring promote learning, scaling, and profitability among disadvantaged entrepreneurs. Organ. Sci. 31(6):1560–1578.Link, Google Scholar
• *Aven BL (2015) The paradox of corrupt networks: An analysis of organizational crime at Enron. Organ. Sci. 26(4):980–996.Link, Google Scholar
• Bell GG, Zaheer A (2007) Geography, networks, and knowledge flow. Organ. Sci. 18(6):955–972.Link, Google Scholar
• Benson A, Rissing BA (2020) Strength from within: Internal mobility and the retention of high performers. Organ. Sci. 31(6):1475–1496.Link, Google Scholar
• *Berchicci L, Dutt N, Mitchell W (2019) Knowledge sources and operational problems: Less now, more later. Organ. Sci. 30(5):1030–1053.Link, Google Scholar
• Berry H (2018) The influence of multiple knowledge networks on innovation in foreign operations. Organ. Sci. 29(5):855–872.Link, Google Scholar
• *Bertels S, Howard-Grenville J, Pek S (2016) Cultural molding, shielding, and shoring at Oilco: The role of culture in the integration of routines. Organ. Sci. 27(3):573–593.Link, Google Scholar
• Biancani S, McFarland DA, Dahlander L (2014) The semiformal organization. Organ. Sci. 25(5):1306–1324.Link, Google Scholar
• Bonaccio S, Dalal RS (2006) Advice taking and decision-making: An integrative literature review, and implications for the organizational sciences. Organ. Behav. Human Decision Processes. 101(2):127–151.Crossref, Google Scholar
• Borgatti SP, Cross R (2003) A relational view of information seeking and learning in social networks. Management Sci. 49(4):432–445.Link, Google Scholar
• Bucher S, Langley A (2016) The interplay of reflective and experimental spaces in interrupting and reorienting routine dynamics. Organ. Sci. 27(3):594–613.Link, Google Scholar
• *Bunderson JS, Van der Vegt GS, Sparrowe RT (2014) Status inertia and member replacement in role-differentiated teams. Organ. Sci. 25(1):57–72.Link, Google Scholar
• Burt RS (1997) The contingent value of social capital. Admin. Sci. Quart. 42(2):339–365.Crossref, Google Scholar
• Cirillo B, Brusoni S, Valentini G (2014) The rejuvenation of inventors through corporate spinouts. Organ. Sci. 25(6):1764–1784.Link, Google Scholar
• Cohen MD, Sproull L (1991) Editor’s introduction. Organ. Sci. 2(1):1–3.Link, Google Scholar
• *D’Adderio L (2014) The replication dilemma unraveled: How organizations enact multiple goals in routine transfer. Organ. Sci. 25(5):1325–1350.Link, Google Scholar
• D’Adderio L, Pollock N (2020) Making routines the same: Crafting similarity and singularity in routines transfer. Res. Policy 49(8):104029.Crossref, Google Scholar
• Darr ED, Argote L, Epple D (1995) The acquisition, transfer, and depreciation of knowledge in service organizations: Productivity in franchises. Management Sci. 41(11):1750–1762.Link, Google Scholar
• Deichmann D, van den Ende J (2014) Rising from failure and learning from success: The role of past experience in radical initiative taking. Organ. Sci. 25(3):670–690.Link, Google Scholar
• Dimaggio PJ, Powell WW (1983) The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. Amer. Sociol. Rev. 48(2):147–160.Crossref, Google Scholar
• Dokko G, Gaba V (2012) Venturing into new territory: Career experiences of corporate venture capital managers and practice variation. Acad. Management J. 55(3):563–583.Crossref, Google Scholar
• Eapen A, Krishnan R (2019) Transferring tacit know-how: Do opportunism safeguards matter for firm boundary decisions? Organ. Sci. 30(4):715–734.Link, Google Scholar
• Eckardt R, Skaggs BC, Lepak DP (2018) An examination of the firm-level performance impact of cluster hiring in knowledge-intensive firms. Acad. Management J. 61(3):919–944.Crossref, Google Scholar
• Epple D, Argote L, Devadas R (1991) Organizational learning curves: A method for investigating intra-plant transfer of knowledge acquired through learning by doing. Organ. Sci. 2(1):58–70.Link, Google Scholar
• Ertug G, Gargiulo M, Galunic C, Zou T (2018) Homophily and individual performance. Organ. Sci. 29(5):912–930.Link, Google Scholar
• *Fahrenkopf E, Guo J, Argote L (2020) Personnel mobility and organizational performance: The effects of specialist vs. generalist experience and organizational work structure. Organ. Sci. 31(6):1601–1620.Link, Google Scholar
• Fayard AL, Metiu A (2014) The role of writing in distributed collaboration. Organ. Sci. 25(5):1391–1413.Link, Google Scholar
• Felin T, Foss NJ, Ployhart RE (2015) The microfoundations movement in strategy and organization theory. Acad. Management Ann. 9(1):575–632.Crossref, Google Scholar
• Felin T, Foss NJ, Heimeriks KH, Madsen TL (2012) Microfoundations of routines and capabilities: Individuals, processes, and structure. J. Management Stud. 49(8):1351–1374.Crossref, Google Scholar
• Fiss PC, Kennedy MT, Davis GF (2012) How golden parachutes unfolded: Diffusion and variation of a controversial practice. Organ. Sci. 23(4):1077–1099.Link, Google Scholar
• Gambardella A, Ganco M, Honoré F (2015) Using what you know: Patented knowledge in incumbent firms and employee entrepreneurship. Organ. Sci. 26(2):456–474.Link, Google Scholar
• Ghosh A, Martin X, Pennings JM, Wezel FC (2014) Ambition is nothing without focus: Compensating for negative transfer of experience in R&D. Organ. Sci. 25(2):572–590.Link, Google Scholar
• Grandori A, Kogut B (2002) Dialogue on organization and knowledge. Organ. Sci. 13(3):224–231.Link, Google Scholar
• *Greenwood BN, Agarwal R, Agarwal R, Gopal A (2019) The role of individual and organizational expertise in the adoption of new practices. Organ. Sci. 30(1):191–213.Link, Google Scholar
• Håkonsson DD, Eskildsen JK, Argote L, Mønster D, Burton RM, Obel B (2016) Exploration vs. exploitation: Emotions and performance as antecedents and consequences of team decisions. Strategic Management J. 37(6):985–1001.Crossref, Google Scholar
• Hallen BL, Cohen SL, Bingham CB (2020) Do accelerators work? If so, how? Organ. Sci. 31(2):378–414.Link, Google Scholar
• Hansen MT (1999) The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Admin. Sci. Quart. 44(1):82–111.Crossref, Google Scholar
• Hansen MT (2002) Knowledge networks: Explaining effective knowledge sharing in multiunit companies. Organ. Sci. 13(3):232–248.Link, Google Scholar
• Hinds PJ, Cramton CD (2014) Situated coworker familiarity: How site visits transform relationships among distributed workers. Organ. Sci. 25(3):794–814.Link, Google Scholar
• Huber GP (1991) Organizational learning: The contributing processes and the literatures. Organ. Sci. 2(1):88–115.Link, Google Scholar
• Hur JD, Ruttan RL, Shea CT (2020) The unexpected power of positivity: Predictions vs. decisions about advisor selection. J. Experiment. Psych. General 149(10):1969–1986.Crossref, Google Scholar
• *Hwang EH, Singh PV, Argote L (2015) Knowledge sharing in online communities: Learning to cross geographic and hierarchical boundaries. Organ. Sci. 26(6):1593–1611.Link, Google Scholar
• Inkpen AC, Pien W (2006) An examination of collaboration and knowledge transfer: China-Singapore Suzhou Industrial Park. J. Management Stud. 43(4):779–811.Crossref, Google Scholar
• Kane AA (2010) Unlocking knowledge transfer potential: Knowledge demonstrability and superordinate social identity. Organ. Sci. 21(3):643–660.Link, Google Scholar
• Kane AA, Argote L, Levine JM (2005) Knowledge transfer between groups via personnel rotation: Effects of social identity and knowledge quality. Organ. Behav. Human Decision Processes 96(1):56–71.Crossref, Google Scholar
• *Karim S, Kaul A (2015) Structural recombination and innovation: Unlocking intraorganizational knowledge synergy through structural change. Organ. Sci. 26(2):439–455.Link, Google Scholar
• Kellogg KC, Myers JE, Gainer L, Singer SJ (2020) Moving violations: Pairing an illegitimate learning hierarchy with trainee status mobility for acquiring new skills when traditional expertise erodes. Organ. Sci. 32(1):181–209.Link, Google Scholar
• Kogut B, Zander U (1992) Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. 3(3):383–397.Link, Google Scholar
• Lawrence M (2018) Taking stock of the ability to change: The effect of prior experience. Organ. Sci. 29(3):489–506.Link, Google Scholar
• LeBaron C, Christianson MK, Garrett L, Ilan R (2016) Coordinating flexible performance during everyday work: An ethnomethodological study of handoff routines. Organ. Sci. 27(3):514–534.Link, Google Scholar
• *Lee S (2019) Learning-by-moving: Can reconfiguring spatial proximity between organizational members promote individual level exploration? Organ. Sci. 30(3):467–488.Link, Google Scholar
• Levine SS, Prietula MJ (2012) How knowledge transfer impacts performance: A multilevel model of benefits and liabilities. Organ. Sci. 23(6):1748–1766.Link, Google Scholar
• Levitt B, March JG (1988) Organizational learning. Annual Rev. Sociol. 14:319–340.Crossref, Google Scholar
• Liu H, Mihm J, Sosa ME (2018) Where do stars come from? The role of star vs. nonstar collaborators in creative settings. Organ. Sci. 29(6):1149–1169.Link, Google Scholar
• Lomi A, Lusher D, Pattison PE, Robins G (2014) The focused organization of advice relations: A study in boundary crossing. Organ. Sci. 25(2):438–457.Link, Google Scholar
• Lu Y, Vir Singh P, Sun B (2017) Is a core-periphery network good for knowledge sharing? A structural model of endogenous network formation on a crowdsourced customer support forum. Management Inform. Systems Quart. 41(2):607–628.Crossref, Google Scholar
• *Lungeanu R, Zajac EJ (2019) Thinking broad and deep: Why some directors exert an outsized influence on strategic change. Organ. Sci. 30(3):489–508.Link, Google Scholar
• Maciejovsky B, Budescu DV (2020) Too much trust in group decisions: Uncovering hidden profiles by groups and markets. Organ. Sci. 31(6):1497–1514.Link, Google Scholar
• Mannucci PV (2017) Drawing Snow White and animating Buzz Lightyear: Technological toolkit characteristics and creativity in cross-disciplinary teams. Organ. Sci. 28(4):711–728.Link, Google Scholar
• Maoret M, Tortoriello M, Iubatti D (2020) Big fish, big pond? The joint effect of formal and informal core/periphery positions on the generation of incremental innovations. Organ. Sci. 31(6):1538–1559.Link, Google Scholar
• Maslach D, Branzei O, Rerup C, Zbaracki MJ (2018) Noise as signal in learning from rare events. Organ. Sci. 29(2):225–246.Link, Google Scholar
• Mell JN, Jang S, Chai S (2020) Bridging temporal divides: Temporal brokerage in global teams and its impact on individual performance. Organ. Sci. 32(3):731–751.Link, Google Scholar
• Nagle F (2018) Learning by contributing: Gaining competitive advantage through contribution to crowdsourced public goods. Organ. Sci. 29(4):569–587.Link, Google Scholar
• Naumovska I, Gaba V, Greve H (2021) The diffusion of differences: A review and reorientation of 20 years of diffusion research. Acad. Management Ann. 15(2).Crossref, Google Scholar
• Nickerson JA, Zenger TR (2004) A knowledge-based theory of the firm—The problem-solving perspective. Organ. Sci. 15(6):617–632.Link, Google Scholar
• Nonaka I (1994) A dynamic theory of organizational knowledge creation. Organ. Sci. 5(1):14–37.Link, Google Scholar
• Nonaka I, von Krogh G (2009) Tacit knowledge and knowledge conversion: Controversy and advancement in organizational knowledge creation theory. Organ. Sci. 20(3):635–652.Link, Google Scholar
• Orlikowski WJ (2002) Knowing in practice: Enacting a collective capability in distributed organizing. Organ. Sci. 13(3):249–273.Link, Google Scholar
• Perkmann M, Spicer A (2014) How emerging organizations take form: The role of imprinting and values in organizational bricolage. Organ. Sci. 25(6):1785–1806.Link, Google Scholar
• Perry-Smith JE, Shalley CE (2014) A social composition view of team creativity: The role of member nationality-heterogeneous ties outside of the team. Organ. Sci. 25(5):1434–1452.Link, Google Scholar
• Posen HE, Keil T, Kim S, Meissner FD (2018) Renewing research on problemistic search—A review and research agenda. Acad. Management Ann. 12(1):208–251.Crossref, Google Scholar
• Prato M, Ferraro F (2018) Starstruck: How hiring high-status employees affects incumbents’ performance. Organ. Sci. 29(5):755–774.Link, Google Scholar
• Quintane E, Carnabuci G (2016) How do brokers broker? Tertius gaudens, tertius iungens, and the temporality of structural holes. Organ. Sci. 27(6):1343–1360.Link, Google Scholar
• Raisch S, Tushman ML (2016) Growing new corporate businesses: From initiation to graduation. Organ. Sci. 27(5):1237–1257.Link, Google Scholar
• Reagans R, McEvily B (2003) Network structure and knowledge transfer: The effects of cohesion and range. Admin. Sci. Quart. 48(2):240–267.Crossref, Google Scholar
• *Reagans R, Singh PV, Krishnan R (2015) Forgotten third parties: Analyzing the contingent association between unshared third parties, knowledge overlap, and knowledge transfer relationships with outsiders. Organ. Sci. 26(5):1400–1414.Link, Google Scholar
• Salvato C, Rerup C (2011) Beyond collective entities: Multilevel research on organizational routines and capabilities. J. Management 37(2):468–490.Crossref, Google Scholar
• Schakel JKK, van Fenema PC, Faraj S (2016) Shots fired! Switching between practices in police work. Organ. Sci. 27(2):391–410.Link, Google Scholar
• Sele K, Grand S (2016) Unpacking the dynamics of ecologies of routines: Mediators and their generative effects in routine interactions. Organ. Sci. 27(3):722–738.Link, Google Scholar
• Singh J (2005) Collaborative networks as determinants of knowledge diffusion patterns. Management Sci. 51(5):756–770.Link, Google Scholar
• *Slavova K, Fosfuri A, De Castro JO (2016) Learning by hiring: The effects of scientists’ inbound mobility on research performance in academia. Organ. Sci. 27(1):72–89.Google Scholar
• Sosa ME, Gargiulo M, Rowles C (2015) Can informal communication networks disrupt coordination in new product development projects? Organ. Sci. 26(4):1059–1078.Link, Google Scholar
• Strang D, Soule SA (1998) Diffusion in organizations and social movements: From hybrid corn to poison pills. Annual Rev. Sociol. 24(1):265–290.Crossref, Google Scholar
• Sydow J, Schreyögg G, Koch J (2009) Organizational path dependence: Opening the black box. Acad. Management Rev. 34(4):689–709.Crossref, Google Scholar
• Szulanski G (1996) Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management J. 17(S2):27–43.Crossref, Google Scholar
• *Szulanski G, Ringov D, Jensen RJ (2016) Overcoming stickiness: How the timing of knowledge transfer methods affects transfer difficulty. Organ. Sci. 27(2):304–322.Link, Google Scholar
• Tolbert PS, Zucker LG (1983) Institutional sources of change in the formal structure of organizations: The diffusion of civil service reform, 1880–1935. Admin. Sci. Quart. 28(1):22–39.Crossref, Google Scholar
• Tortoriello M, Krackhardt D (2010) Activating cross-boundary knowledge: The role of Simmelian ties in the generation of innovations. Acad. Management J. 53(1):167–181.Crossref, Google Scholar
• *Tortoriello M, McEvily B, Krackhardt D (2015) Being a catalyst of innovation: The role of knowledge diversity and network closure. Organ. Sci. 26(2):423–438.Link, Google Scholar
• Tzabbar D, Vestal A (2015) Bridging the social chasm in geographically distributed R&D teams: The moderating effects of relational strength and status asymmetry on the novelty of team innovation. Organ. Sci. 26(3):811–829.Link, Google Scholar
• Wu L, Kane GC (2021) Network-biased technical change: How modern digital collaboration tools overcome some biases but exacerbate others. Organ. Sci. 32(2):273–292.Link, Google Scholar
• Zhang Y, Tong TW (2020) How vertical integration affects firm innovation: Quasi-experimental evidence. Organ. Sci. 32(2):455–479.Link, Google Scholar