More Than an Answer: Information Relationships for Actionable Knowledge

Published Online:https://doi.org/10.1287/orsc.1040.0075

References

  • Adler P. S., Kwon S. Social capital: Prospects for a new concept. Acad. Management Rev. (2002) 27:17–40CrossrefGoogle Scholar
  • Allen T.Managing the Flow of Technology (1977) (MIT Press, Cambridge, MA) Google Scholar
  • Argote L.Organizational Learning: Creating, Retaining, and Transferring Knowledge (1999) (Kluwer Academic Publishers, Boston, MA) Google Scholar
  • Argyris C., Schon D.Organizational Learning II: Theory, Method and Practice (1996) (Addison-Wesley, Reading, MA) Google Scholar
  • Baker W.Achieving Success Through Social Capital (2000) (Jossey-Bass, San Francisco, CA) Google Scholar
  • Blau P.Exchange and Power in Social Life (1986) (Transaction Publishers, New Brunswick, NJ) Google Scholar
  • Borgatti S., Cross R. A social network view of organizational learning: Relational and structural dimensions of “know who.”. Management Sci. (2003) 49:432–445LinkGoogle Scholar
  • Brass D. Structural relationships, job characteristics and work satisfaction and performance. Admin. Sci. Quart. (1981) 26:331–348CrossrefGoogle Scholar
  • Brown J. S., Duguid P. Organizational learning and communities-of-practice: Toward a unified view of working, learning and innovation. Organ. Sci. (1991) 2(1):40–57CrossrefGoogle Scholar
  • Burt R.Structural Holes (1992) (Harvard University Press, Cambridge, MA) CrossrefGoogle Scholar
  • Burt R., Staw B., Sutton R. The network structure of social capital. Research in Organizational behavior (2000) 22(JAT Press, Greenwich, CT) 345–423CrossrefGoogle Scholar
  • Carlile P. R. A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organ. Sci. (2002) 13(4):442–455LinkGoogle Scholar
  • Ciampa D., Watkins M.Right from the Start: Taking Charge in a New Leadership Role (1999) (Harvard Business School Press, Boston, MA) Google Scholar
  • Cohen W., Levinthal D. Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. (1990) 35:128–152CrossrefGoogle Scholar
  • Cook S. D., Yanow D. Culture and organizational learning. J. Management Inquiry (1993) 2(4):128–152CrossrefGoogle Scholar
  • Cross R., Nohria N., Parker A. Six myths about informal networks—and how to overcome them. Sloan Management Rev. (2002) 43(3):67–76Google Scholar
  • Cummings J., Cross R. Structural properties of work groups and their consequences for performance. Soc. Networks (2003) 25(3):197–210CrossrefGoogle Scholar
  • Davenport T. H., De Long D. W., Beers M. C. Successful knowledge management projects. Sloan Management Rev. (1998) 39(2):43–57Google Scholar
  • Day D. V., Lord R. G. Expertise and problem categorization: The role of expert processing in organizational sense-making. J. Management Stud. (1992) 29(1):35–47CrossrefGoogle Scholar
  • Dewey J.Logic: The Theory of Inquiry (1938/1949) (Henry Holt and Company, New York) Google Scholar
  • Doty H. D., Glick W. H. Common methods bias: Does common methods variance really bias results? Organ. Res. Methods (1998) 1:374–406CrossrefGoogle Scholar
  • Dougherty D. Interpretive barriers to successful product innovation in large firms. Organ. Sci. (1992) 3(2):179–202LinkGoogle Scholar
  • Dyer G.U.S. and Worldwide Knowledge Management Market Forecast and Analysis, 2000–2005 (2001) (IDC, Birmingham, MA) Google Scholar
  • Edmondson A. Psychological safety and learning behavior in work teams. Admin. Sci. Quart. (1999) 44(2):350–383CrossrefGoogle Scholar
  • Elkjaer B., Easterby-Smith M., Lyles M. Social learning theory: Learning as participation in social processes. Handbook of Organizational Learning and Knowledge Management (2003) (Blackwell Publishing, Malden, MA) 38–53Google Scholar
  • Freeman L., Romney K., Freeman S. Cognitive structure and informant accuracy. Amer. Anthropologist (1987) 89:310–325CrossrefGoogle Scholar
  • Granovetter M. The strength of weak ties. Amer. J. Sociology (1973) 78:1360–1380CrossrefGoogle Scholar
  • Hair J., Anderson R., Tatham R., Black W.Multivariate Data Analysis (1996) 4th ed.(Prentice Hall, Englewood Cliffs, NJ) Google Scholar
  • Hansen M. The search-transfer problem: The role of weak ties in sharing knowledge across organizational subunits. Admin. Sci. Quart. (1999) 44:82–111CrossrefGoogle Scholar
  • Heck R., Thomas S.An Introduction to Multilevel Modeling Techniques (2000) (Lawrence Erlbaum Associates, Mahwah, NJ) Google Scholar
  • Hinds P., Kiesler S. Communication across boundaries: Work, structure, and use of communication technologies in a large organization. Organ. Sci. (1995) 6(4):373–393LinkGoogle Scholar
  • Hoffman D. An overview of the logic and rationale of hierarchical linear models. J. Management (1997) 23:723–724CrossrefGoogle Scholar
  • Hoffman D., Gavin M. Centering decisions in hierarchical linear models: Theoretical implications for organizational science. J. Management (1998) 24:623–641Google Scholar
  • Hoffman D., Griffin M., Gavin M., Klein K., Kozlowski S. The application of hierarchical linear modeling to organizational research. Multilevel Theory, Research, and Methods in Organizations (2000) (Jossey Bass, San Francisco, CA) 467–511Google Scholar
  • Hutchins E.Cognition in the Wild (1995) (MIT Press, Cambridge, MA) CrossrefGoogle Scholar
  • Ibarra H. Homophily and differential returns: Sex differences in network structure and access in an advertising firm. Admin. Sci. Quart. (1992) 37:422–447CrossrefGoogle Scholar
  • Ibarra H. Race, opportunity and diversity of social circles in managerial networks. Acad. Management J. (1995) 38:673–703CrossrefGoogle Scholar
  • Ibarra H., Andrews S. Power, social influence and sensemaking: Effects of network centrality and proximity on employee perceptions. Admin. Sci. Quart. (1993) 38:277–303CrossrefGoogle Scholar
  • Johnson-Laird P.Mental Models (1983) (Harvard University Press, Cambridge, MA) Google Scholar
  • Krackhardt D., Nohria N., Eccles R. The strength of strong ties: The importance of philos in organizations. Networks and Organizations: Structures, Form and Action (1992) (Harvard Business School Press, Boston, MA) 216–239Google Scholar
  • Kreft I., De Leeuw J.Introducing Multilevel Modeling (1998) (Sage Publications, Thousand Oaks, CA) CrossrefGoogle Scholar
  • Lave J., Wenger E.Situated Learning: Legitimate Peripheral Participation (1991) (Cambridge University Press, Cambridge, UK) CrossrefGoogle Scholar
  • Levin D., Cross R. The strength of weak ties you can trust: The mediating role of trust in effective knowledge transfer. Management Sci. (2004) . ForthcomingLinkGoogle Scholar
  • Lincoln J. Intra- (and inter-) organizational networks. Res. Sociology Organ. (1982) 1:1–38Google Scholar
  • Marsden P. Network data and measurement. Annual Rev. Sociology (1990) 16:435–463CrossrefGoogle Scholar
  • Marshall C., Rossman G.Designing Qualitative Research (1998) (Sage Publications, Thousand Oaks, CA) Google Scholar
  • Maxwell J.Qualitative Research Design: An Interactive Approach (1996) (Sage Publications, Thousand Oaks, CA) Google Scholar
  • McPherson M., Smith-Lovin L., Cook J. M. Birds of a feather: Homophily in social networks. Annual Rev. Sociology (2001) 27:415–444CrossrefGoogle Scholar
  • Miles M., Huberman A.Qualitative Data Analysis (1994) 2nd ed.(Sage Publications, Thousand Oaks, CA) Google Scholar
  • Monge P., Contractor N., Jablin F., Putnam L. Emergence of communication networks. Handbook of Organizational Communication (2000) 2nd ed.(Sage Publications, Thousand Oaks, CA) 440–502Google Scholar
  • Moreland R., Argote L., Krishnan R., Nye J., Brower A. Socially shared cognition at work: Transactive memory and group performance. What's Social about Social Cognition (1996) (Sage Publications, Thousand Oaks, CA) 57–85CrossrefGoogle Scholar
  • Morrison E. Newcomer information seeking: Exploring types, modes, sources and outcomes. Acad. Management J. (1993) 36(3):557–589CrossrefGoogle Scholar
  • Nunnally J.Psychometric Theory (1978) 2nd ed.(McGraw-Hill, New York) Google Scholar
  • O'Reilly C. Variations in decision makers use of information sources: The impact of quality and accessibility of information. Acad. Management J. (1982) 25:756–771CrossrefGoogle Scholar
  • Orr J. E.Talking about Machines: An Ethnography of a Modern Job (1996) (ILR Press, Ithaca, NY) Google Scholar
  • Patton M. Q.How to Use Qualitative Methods in Evaluation (1987) (Sage Publications, Newbury Park, CA) Google Scholar
  • Pentland B. T. Organizing moves in software support hot lines. Admin. Sci. Quart. (1992) 37(4):527–548CrossrefGoogle Scholar
  • Raudenbush S., Bryk A.Hierarchical Linear Models: Applications and Data Analysis Methods (2002) 2nd ed.(Sage Publications, Thousand Oaks, CA) Google Scholar
  • Raudenbush S., Bryk A., Cheong Y., Congdon R.HLM 5: Hierarchical Linear and Nonlinear Modeling (2001) (Scientific Software International, Lincolnwood, IL) Google Scholar
  • Rogers E.Diffusion of Innovations (1995) 4th ed.(Free Press, New York) Google Scholar
  • Ruggles R. The state of the notion: Knowledge management in practice. California Management Rev. (1998) 40(3):80–89CrossrefGoogle Scholar
  • Salancik G. Wanted: A good network theory of organization. Admin. Sci. Quart. (1995) 40(2):345–349CrossrefGoogle Scholar
  • Scott J.Social Network Analysis (1990) (Sage Publications, Thousand Oaks, CA) Google Scholar
  • Shah P. Who are employee's social referents? Using a network perspective to determine referent others. Acad. Management J. (1998) 41(3):249–268CrossrefGoogle Scholar
  • Snijders T., Bosker R.Multilevel Analysis: An Introduction to Basic and Advanced Multilevel Modeling (1999) (Sage Publications, Thousand Oaks, CA) Google Scholar
  • Starbuck W. H., Milliken F. J., Hambrick D.C. “Executives” perceptual filters: What they notice and how they make sense. The Executive Effect: Concepts and Methods for Studying Top Managers (1988) (JAI Press, Greenwich, CT) 35–65Google Scholar
  • Stevenson W., Gilly M. Information processing and problem solving: The migration of problems through formal positions and network ties. Acad. Management J. (1991) 34:918–928CrossrefGoogle Scholar
  • Szulanski G. Exploring internal stickiness: Impediments to the transfer of best practices within the firm. Strategic Management J. (1996) 17:27–43CrossrefGoogle Scholar
  • Tichy N. M., Nystrom P. C., Starbuck W. Networks in organizations. Handbook of Organizational Design (1981) (Oxford University Press, New York) 225–249Google Scholar
  • Tsai W., Ghoshal S. Social capital and value creation: The role of intrafirm networks. Acad. Management J. (1998) 41:464–476CrossrefGoogle Scholar
  • Tushman M., Scanlan T. Boundary spanning individuals: Their role in information transfer and their antecedents. Acad. Management J. (1981) 24:287–305Google Scholar
  • Tyre M. J., von Hippel E. The situated nature of adaptive learning in organizations. Organ. Sci. (1997) 8(1):71–83LinkGoogle Scholar
  • Van Duijn M., Bussbach J., Snijders T. Multilevel analysis of personal networks as dependent variables. Soc. Networks (1999) 21:187–209CrossrefGoogle Scholar
  • Voss J., Post T., Chi M., Glaser R., Farr M. On the solving of ill-structured problems. The Nature of Expertise (1988) (Lawrence Erlbaum Associates, Hillsdale, NJ) 261–285Google Scholar
  • Wasserman S., Faust K.Social Network Analysis: Methods and Applications (1994) (Cambridge University Press, Cambridge, U.K) CrossrefGoogle Scholar
  • Weber R.Basic Content Analysis (1990) 2nd ed.(Sage Publications, Newbury Park, CA) CrossrefGoogle Scholar
  • Weick K. E.The Social Psychology of Organizing (1979) (McGraw-Hill, New York) Google Scholar
  • Weick K., Westley F., Clegg S., Hardy C., Nord W. Organizational learning: Affirming an oxymoron. Handbook of Organizational Studies (1996) (Sage Publications, London, U.K) 440–458Google Scholar
  • Wellman B., Frank K., Lin N., Cook K., Burt R. Network capital in a multi-level world: Getting support from personal communities. Social Capital: Theory and Research (2001) (Aldine De Gruyter, New York) 233–273Google Scholar
  • Wenger E.Communities of Practice: Learning, Meaning and Identity (1998) (Cambridge University Press, Cambridge, U.K) CrossrefGoogle Scholar
  • Zahra S., George G. Absorptive capacity: A review, reconceptualization, and extension. Acad. Management Rev. (2002) 27(2):185–203CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.