Activating Cross-Boundary Knowledge: The Role of Simmelian Ties in the Generation of Innovations

Tortoriello, Marco; Krackhardt, David

doi:10.5465/amj.2010.48037420

Cited by 511 publications

(461 citation statements)

References 46 publications

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“…Thus, it was not possible to identify whether people were apt to reach out to particular boundary-spanning ties-for example Simmelian ties (Tortoriello and Krackhardt 2010)-or how structural and relational factors might have jointly shaped interaction choices (Reagans and McEvily 2003). Access to a broader data set-for example an entire division or business unit-would allow for more nuanced, structural extensions of the theory developed in this paper.…”

Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Intraorganizational Network Dynamics in Times of Ambiguity

Srivastava

2015

Organization Science

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Contrary to the assumption of relational inertia that is prevalent in much of the research on organizational change, I propose that intraorganizational networks are instead subject to transitory shifts when organizational change produces high levels of ambiguity for employees. I develop a theoretical account of how networks defined by formal, semiformal, and informal organizational structure change in response to heightened ambiguity. I argue that, when ambiguity increases, people will tend to: (1) decrease communication with formal network ties that do not have a significant semiformal component; (2) increase communication with semiformal network ties that do not have a significant formal component; and (3) increase communication with informal network ties. Empirical support for these propositions comes from unique data-including 40 weeks of archived email meta-data, the full roster of email distribution lists, personnel records, and qualitative interviews-that span the period before, during, and after an ambiguity-producing restructuring at a large information services firm. These findings contribute to research on organizational structure, organizational change, and social capital activation and also have implications for management practice. June, 20153

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Section: Limitations and Directions For Future Researchmentioning

confidence: 99%

Intraorganizational Network Dynamics in Times of Ambiguity

Srivastava

2015

Organization Science

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“…This implies that certain prestigious offices and celebrity actors have a disproportionate ability to build reputations. Again, our evidence is limited to a single large qualitative study, but future contributions may examine the literature on celebrity firms and celebrity CEOs (see Hayward et al, 2004;Wade et al, 2006;Rindova et al, 2006;Pfarrer et al, 2010), as well as cross-boundary knowledge flows (Tortoriello and Krackhardt, 2010). At issue here is when, how and why corporate reputations influence labour mobility as a way of quantifying the intangible 'value' associated with reputational benefits.…”

Section: Limitations and Conclusionmentioning

confidence: 99%

Lens or prism? How organisations sustain multiple and competing reputations

Harvey

Tourky

Knight

et al. 2017

EJM

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Purpose This paper aims to challenge singular definitions, measurements and applications of corporate reputation which tend to be reductionist. The authors rebuff such narrow representations of reputation by showing the multiplicity of reputation in the case of a global management consulting firm and demonstrate how it has sustained such reputations. Design/methodology/approach Using a large cross-country qualitative case study based on interviews, focus groups, non-participant observations, workshops and a fieldwork diary, dimensions of reputation are highlighted by drawing on perceptions from multiple stakeholder groups in different geographies. Findings The authors find significant differences in perceptions of reputation between and within stakeholder groups, with perceptions changing across dimensions and geographies. Originality/value The theoretical implications of the research indicate a plurality of extant reputations, suggesting that a prism is more suited to representing corporate reputation than a singular, lens-like focus which is too narrow to constitute reputation. This paper offers theoretical and practical suggestions for how global firms can build and sustain multiple and competing corporate reputations.

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“…A common knowledge (the intersection of individual knowledge assets) is required for the performance of operations and for joint problem solving. Mutual understanding is also important because it affects the organisational members' ability to evaluate, understand, and use the transferred knowledge (Tortoriello and Krackhardt, 2010). Brusoni and Prencipe showed that the amount of common knowledge required for effective knowledge integration is a key issue in aero engines research and other complex production systems ).…”

Section: A Knowledge-based View Of the Extending Enterprisementioning

confidence: 99%

A knowledge-based view of the extending enterprise for enhancing a collaborative innovation advantage

Alguezaui

Filieri

2014

IJASM

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Abstract:The extended enterprise (EE) framework emerged in high-tech industries with large chains of suppliers to address the current challenges related to innovation and competition in complex scenarios. Since its conceptualisation, many transformations have interested the business landscape, such as the emergence of the knowledge economy, the rise of a more open approach to innovation, and the outsourcing and offshoring of value creating activities. This paper acknowledges these transformations and attempts to provide an updated model of the EE, termed extending enterprise, based on the knowledge-based view of the firm. The paper is conceptual in nature and research heralding from supply-chain management, operations, strategy, innovation, knowledge management has been brought together in this paper. After more than ten years from its conceptualisation, this is the first attempt that discusses the EE framework in light of the knowledge economy.Keywords: extended enterprise; knowledge-based view; knowledge transfer; innovation.Reference to this paper should be made as follows: Alguezaui, S. and Filieri, R. (2014) 'A knowledge-based view of the extending enterprise for enhancing a collaborative innovation advantage', Int.

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Activating Cross-Boundary Knowledge: The Role of Simmelian Ties in the Generation of Innovations

Cited by 511 publications

References 46 publications

Intraorganizational Network Dynamics in Times of Ambiguity

Intraorganizational Network Dynamics in Times of Ambiguity

Lens or prism? How organisations sustain multiple and competing reputations

A knowledge-based view of the extending enterprise for enhancing a collaborative innovation advantage

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