Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility

References

  • Abelson R. P. Psychological status of the script concept. Amer.Psychologist (1981) 36(7):715–729CrossrefGoogle Scholar
  • Almeida P. Knowledge sourcing by foreign multinationals: Patent citation analysis in the U.S. semiconductor industry. Strategic Management J. (1996) 17:155–165CrossrefGoogle Scholar
  • Ancona D. G., Caldwell D. F. Bridging the boundary: External activity and performance in organizational teams. Admin. Sci. Quart. (1992) 37(4):634–666CrossrefGoogle Scholar
  • Anderson P. Complexity theory and organization science. Organ. Sci. (1999) 10(3):216–232LinkGoogle Scholar
  • Bandura A. Perceived self-efficacy in cognitive development and functioning. Educational Psychologist (1993) 28(2):117–148CrossrefGoogle Scholar
  • Baron R. M., Kenny D. A. The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. J. Personality and Soc. Psych. (1986) 51(6):1173–1182CrossrefGoogle Scholar
  • Bartunek J. M., Murnighan J. K. The nominal group technique: Expanding the basic procedure and underlying assumptions. Group and Organ. Stud. (1984) 9(3):417–432CrossrefGoogle Scholar
  • Bechky B. A. Creating shared meaning across occupational communities: An ethnographic study of a production floor. Proc. Acad. Management (1999) Chicago, ILGoogle Scholar
  • Brown S. L., Eisenhardt K. M. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Admin. Sci. Quart. (1997) 42(1):1–34CrossrefGoogle Scholar
  • Campion M. A., Lord R. G. A control systems conceptualization of the goal-setting and changing process. Organ. Behavior and Human Performance (1982) 30:265–287CrossrefGoogle Scholar
  • Cohen W. M., Nelson R. R., Walsh J. P. Protecting their intellectual assets: Appropriability conditions and why U.S. manufacturing firms patent (or not). . National Bureau of Economic ResearchGoogle Scholar
  • Cook R. L., Hammond K. R., Guzzo R. P. Interpersonal learning and interpersonal conflict reduction in decision-making groups. Improving Group Decision Making in Organizations (1982) (Academic Press, New York) Google Scholar
  • Cook S. D. N., Brown J. S. Bridging epistemologies: The generative dance between organizational knowledge and organizational knowing. Organ. Sci. (1999) 10(4):381–400LinkGoogle Scholar
  • Dalkey N. C. Experiment in group prediction. (1968) (RAND Corporation, Santa Monica, CA) Google Scholar
  • Diehl M., Stroebe W. Productivity loss in brainstorming groups: Towards the solution of a riddle. J. Personality and Soc. Psych. (1987) 53(3):497–509CrossrefGoogle Scholar
  • Dougherty D. A practice-centered model of organizational renewal through product innovation. Strategic Management J. (1992) 13:77–93CrossrefGoogle Scholar
  • Dyer J. H., Nobeoka K. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management J. (2000) 21(3):345–367CrossrefGoogle Scholar
  • Eisenhardt K. M. Making fast strategic decisions in high-velocity environments. Acad. Management J. (1989) 32(3):543–576CrossrefGoogle Scholar
  • Eisenhardt K. M., Bhatia M., Baum Joel. Organizational complexity and computation, companion to organizations. Blackwell Companion to Organizations (2002) (Blackwell Publishers, Oxford, U.K.) 442–466Google Scholar
  • Eisenhardt K. M., Bourgeois III L. J. Politics of strategic decision making in high-velocity environments: Towards a midrange theory. Acad. Management J. (1988) 31(4):737–770CrossrefGoogle Scholar
  • Eisenhardt K. M., Santos F. M., Pettigrew A., Thomas H., Whittington R. Knowledge-based view: A new theory of strategy? Handbook of Strategy and Management (2002) (Sage, London, U.K.) 139–164Google Scholar
  • Eisenhardt K. M., Sull D. N. Strategy as simple rules. Harvard Bus. Rev. (2001) January–February):106–116Google Scholar
  • Gersick C. J. G. Time and transition in work teams: Toward a new model of group development. Acad. Management J. (1988) 31(1):9–41CrossrefGoogle Scholar
  • Gersick C. J. G. Marking time: Predictable transitions in task groups. Acad. Management J. (1989) 32(2):274–309CrossrefGoogle Scholar
  • Gersick C. J. G. Pacing strategic change: The case of a new venture. Acad. Management J. (1994) 37(1):9–45CrossrefGoogle Scholar
  • Graebner M. E., Eisenhardt K. M. Other side of the story: Seller choice in entrepreneurial acquisitions. (2002) . Working paper, Stanford University, Stanford, CAGoogle Scholar
  • Grant R. M. Toward a knowledge-based theory of the firm. Strategic Management J. (1996) 17:109–122CrossrefGoogle Scholar
  • Green T. B. An empirical analysis of nominal and interacting groups. Acad. Management J. (1975) 18(1):63–73CrossrefGoogle Scholar
  • Gruenfeld D. H., Mannix E. A., Williams K. Y., Neale M. A. Group composition and decision making: How member familiarity and information distribution affect process and performance. Organ. Behavior and Human Decision Processes (1996) 67:1–15CrossrefGoogle Scholar
  • Guzzo R. A.Improving Group Decision Making in Organizations (1982) (Academic Press, New York) Google Scholar
  • Hansen M. T. The search-transfer problem: The role of weak ties in sharing knowledge across organizational subunits. Admin. Sci. Quart. (1999) 44:82–111CrossrefGoogle Scholar
  • Hargadon A. B., Sutton R. I. Technology brokering and innovation in a product development firm. Admin. Sci. Quart. (1997) 42:716–749CrossrefGoogle Scholar
  • Henry R. A. Improving group judgement accuracy: Information sharing and determining the best member. Organ. Behavior and Human Decision Processes (1995) 62(2):190–197CrossrefGoogle Scholar
  • Hirokawa R. Y. Discussion procedures and decision making performance: A test of a functional perspective. Human Comm. Res. (1985) 12(2):203–224CrossrefGoogle Scholar
  • Hoffman L. R., Kleinman G. B., McPhee R. D. Individual and group in group problem solving: The valence model redressed. Human Comm. (1994) 21(1):36CrossrefGoogle Scholar
  • Kogut B., Zander U. Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. (1992) 3(3):383–397LinkGoogle Scholar
  • Lindsey D. H., Brass D. J., Thomas J. B. Efficacy-performance spirals: A multi-level perspective. Acad. Management Rev. (1995) 20(3):645–678Google Scholar
  • Lord R. G., Kernan M. C. Scripts as determinants of purposeful behavior in organizations. Acad. Management Rev. (1987) 12(2):265–277CrossrefGoogle Scholar
  • Matthews L. M., Mitchell T. R., George-Falvy J., Wood R. E. Goal selection in a simulated managerial environment. Group and Organ. Management (1994) 19(4):425–449CrossrefGoogle Scholar
  • Meyer A. D. Adapting to environmental jolts. Admin. Sci. Quart. (1982) 27:515–537CrossrefGoogle Scholar
  • Nonaka I. A dynamic theory of organizational knowledge creation. Organ. Sci. (1994) 5(1):14–37LinkGoogle Scholar
  • Nutt P. C. Types of organizational decision processes. Admin. Sci. Quart. (1984) 29:414–450CrossrefGoogle Scholar
  • Okhuysen G. A. Structuring change: Familiarity and formal interventions in problem solving groups. Acad. Management J. (2001) 44:794–808CrossrefGoogle Scholar
  • Okhuysen G. A., Waller M. J. Focusing on midpoint transitions: An analysis of boundary conditions. Acad. Management J. (2002) . ForthcomingGoogle Scholar
  • Patriotta G., Pettigrew A. Studying knowing and organization. (1999) . Working paper, University of Warwick, Warwick, EnglandGoogle Scholar
  • Pavitt C. What (little) we know about formal group discussion procedures. Small Group Res. (1993) 24(2):217–235CrossrefGoogle Scholar
  • Pavitt C. Theoretical commitments presupposed by functional approaches to group discussion. Small Group Res. (1994) 25(4):520–541CrossrefGoogle Scholar
  • Price K. H. Problem-solving strategies: A comparison by problem-solving phases. Group and Organ. Stud. (1985) 10(3):278–299CrossrefGoogle Scholar
  • Sastry M. A. Problems and paradoxes in a model of punctuated organizational change. Admin. Sci. Quart. (1997) 42(2):237–276CrossrefGoogle Scholar
  • Schweiger D. M., Finger P. A. The comparative effectiveness of dialectical inquiry and devil's advocacy: The impact of task biases on previous research findings. Strategic Manamement J. (1984) 5:335–350CrossrefGoogle Scholar
  • Schweiger D. M., Sandberg W. R., Rechner P. L. Experiential effects of dialectical inquiry, devil's advocacy, and consensus approaches to strategic decision making. Acad. Management J. (1989) 32(4):745–772CrossrefGoogle Scholar
  • Schwenk C. R., Cosier R. A. Effect of consensus and devil's advocacy on strategic decision-making. J. Abnormal and Soc. Psych. (1993) 23(2):126–139Google Scholar
  • Spender J. C. Making knowledge the basis of a dynamic theory of the firm. Strategic Management J. (1996) 17:45–62CrossrefGoogle Scholar
  • Spender J. C., Grant R. M. Knowledge and the firm: Overview. Strategic Management J. (1996) 17:5–9CrossrefGoogle Scholar
  • Stasser G., Stewart D. Discovery of hidden profiles by decision-making groups: Solving a problem versus making a judgement. J. Personality Soc. Psych. (1992) 63(3):426–434CrossrefGoogle Scholar
  • Stasser G., Stewart D., Wittenbaum G. M. Expert roles and information exchange during discussion: The importance of knowing who knows what. J. Econom. and Soc. Policy (1995) 31:244–265Google Scholar
  • Staudenmayer N., Tyre M., Perlow L. Time to change: Temporal shifts as enablers of organizational change. Organ. Sci. (2002) . ForthcomingLinkGoogle Scholar
  • Szulanski G. Exploring internal stickness: Impediments to the transfer of best practice within the firm. Strategic Management J. (1996) 17:27CrossrefGoogle Scholar
  • Tyre M. J., Orlikowski W. J. Windows of opportunity: Temporal patterns of technological adaptation in organizations. Organ. Sci. (1994) 5(1):98–118LinkGoogle Scholar
  • Waller M. J. The timing of adaptive group responses to non-routine events. Acad. Management J. (1999) 42(2):127–137CrossrefGoogle Scholar
  • Weingart L. R. Impact of group goals, task component complexity, effort, and planning on group performance. J. Appl. Psych. (1992) 77(5):682–693CrossrefGoogle Scholar
  • Weldon E., Jehn K. A., Pradhan P. Processes that mediate the relationship between a group goal and improved group performance. J. Personality and Soc. Psych. (1991) 61(4):555–569CrossrefGoogle 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.