Based on a sample of 102 US organizations, this study examines the impact of knowledge characteristics, recipient learning intent, source attractiveness, and relationship quality on the effectiveness and efficiency of knowledge transfer from the international business affiliates of these organizations. Findings indicate that recipient learning intent and source attractiveness positively impact the effectiveness of knowledge transfer. In addition, recipient learning intent was found to have a positive effect on knowledge transfer efficiency. In particular, results highlight the strong positive impact that the quality of the relationship between the source and the recipient has on both the efficiency and effectiveness of cross-border knowledge transfer. The study also indicates that knowledge value is positively associated with recipient learning intent and that knowledge value, rarity and non-substitutability influence source attractiveness. Finally, findings suggest that the relationship between knowledge characteristics and knowledge transfer is partially mediated by recipient learning intent and source attractiveness. Copyright (c) Blackwell Publishing Ltd 2008.

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Entrainment refers to the synchronization of the tempo and/or phase of two or more activities within a system. This article utilizes entrainment theory to develop a conceptual model and related propositions describing and explaining the relationship between temporal fit, misfit, and performance at the organizational level of analysis. Essential to the development of our model is the concept of organization-environment (O-E) temporal fit, which is a state of synchronization or alignment of organization and environment activity cycles. O-E temporal fit is positioned as an important contingency element because temporal misfit implies inefficiencies, substandard performance, and the potential death of the organization over time. Overall, this article offers a theoretical perspective that fills a gap in the extant organizational research literature regarding the elusive and understudied perspective of time and posits its relationship to organizational performance.

Entrepreneurial alertness can play a vital role in the identification and creation of opportunities involving early-stage ventures. However, the strategic function of entrepreneurial alertness in more mature organizations has not been explored. In a field study of organizations responding to an environmental disruption, we explore if entrepreneurial alertness influences decisions involving the creation and maintenance of competitive advantage. We find a direct effect of entrepreneurial alertness on strategic change decisions and organizational performance. Moreover, we find a synergistic influence of entrepreneurial alertness and other cognitions, including issue categorization and assessments of uncertainty, on strategic decisions. Findings demonstrate that managerial decision makers can take multiple, reinforcing pathways when heeding change.

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