Exploring cultural impacts on knowledge sharing behavior in project teams – results from a simulation study

Sackmann, Sonja A.; Friesl, Martin

doi:10.1108/13673270710832226

Cited by 65 publications

(44 citation statements)

References 39 publications

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“…Argote and Ingram 2000; Haas and Hansen 2007; Hansen et al . 2005; Sackmann and Friesl 2007). Reviewing this literature would go far beyond the scope of this paper and would not contribute to an enhanced understanding of replication in organizations.…”

Section: Replication In Organizations: State Of Researchmentioning

confidence: 99%

Replication of Routines in Organizations: Existing Literature and New Perspectives

Friesl

Larty

2012

Int J Management Reviews

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Replication of existing routines in new contexts is an important value-creating strategy for organizations. This paper synthesizes the state of research on replication and organizes the literature around two broad themes: forward knowledge flows (i.e. from a replicator to a replicatee) and reverse knowledge flows. The authors show that the theoretical assumptions of existing research leave important questions around the replication of routines unaddressed. More specifically, they identify research gaps in regard to micro-level processes of replication. Little is understood about the performance of routines in practice and, related to that, the processes through which routines change during replication. Drawing on recent theorizing on organizational routines, in particular the relationship between the ostensive and performative aspects, helps the authors to unpack the micro-level processes of forward and reverse knowledge flows. This paper opens two new trajectories for research on replication: (1) a focus on the actions of individual actors in the enactment of organizational routines provides new possibilities for understanding how replication is an inherently political process;(2) conceptualizing change as endogenous within the performance of routines offers a route to a more nuanced understanding of change and deviation in the process of replication. The paper closes with a summary of major theoretical arguments, questions for further research and implications for practitioners.

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Section: Replication In Organizations: State Of Researchmentioning

confidence: 99%

Replication of Routines in Organizations: Existing Literature and New Perspectives

Friesl

Larty

2012

Int J Management Reviews

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“…Task routineness (TR): KS has always been identified as a non-routine task in which the process is unstructured and ambiguous (Argote et al 2003, Sackmann andFriesl 2007). .…”

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confidence: 99%

Effects of information technologies, department characteristics and individual roles on improving knowledge sharing visibility: a qualitative case study

Zhang

Vogel

Zhou

2012

Behaviour & Information Technology

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Knowledge sharing visibility (KSV) is a critical environmental factor which can reduce social loafing in knowledge sharing (KS). This is especially true in ICT-based KS in learning organisations. As such, it is imperative that we better understand how to design technology enabled knowledge management systems (KMS) to support high KSV. This article examines the impact of knowledge management technology functions (e.g. tracking, knowledge storing) on KSV through qualitative analysis of 16 semi-structured interviews with participants in a Chinese company. Impact and implications of use for their existing KMS are examined. This article also examined the effects of department characteristics (i.e. group size and task characteristics) and individual roles (i.e. employee positions) on the IT-KSV relationship. Results encourage applied statistical, tracking, knowledge distribution and knowledge storing functions for monitoring explicit KS, and suggest integration of visualised knowledge maps with communication tools (e.g. Instant Messenger (IM)) to support visibility for implicit KS. Findings also suggest that KM technologies are more salient on improving KSV in large department with routine tasks, and that low-level employees may have more positive attitude on accepting communication tools on sharing knowledge. Extension to use of Web 2.0 technologies (e.g. weblogs) in KMS is also explored.

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“…Despite the different contexts in which knowledge stickiness has been applied, there are a number of overarching arguments that explain why knowledge stickiness occurs. While not constituting an exhaustive list, these arguments broadly relate to the characteristics of the knowledge transferred and the relationship between sender and receiver (von Hippel, 1994;Sackmann and Friesl, 2007). Early work focused on how knowledge may be tacit (Polanyi, 1964) and thus difficult to verbalize and communicate (Carlile, 2004(Carlile, , 2002Nonaka and Takeuchi, 1995;Styhre, 2004).…”

Section: Reverse Knowledge Flows Knowledge Stickiness and Autonomousmentioning

confidence: 99%

The Exploration Phase of Replication Strategies: The Role of Autonomous Action for Reverse Knowledge Flows

Friesl

Larty

2017

British J of Management

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Replication strategies rely on the exploration of new knowledge. An important source of new knowledge is the transfer of unit level experience to headquarters, a process referred to as reverse knowledge flows. Such knowledge flows are fraught with difficulty as formal mechanisms often break down due to diverging business interests of unit and headquarters managers. This study brings together research on knowledge stickiness and autonomous action to provide a new avenue for understanding reverse knowledge flows. By drawing on an exploratory study of a franchise network, we provide an insight into how autonomous action reduces initiation stickiness but potentially increases implementation stickiness. Our analysis suggests that the role of autonomous action for reverse knowledge flows is moderated by unit managers’ resource expectations that emerge as a result of autonomous action. Exploring the interplay of autonomous action and knowledge stickiness provides new explanatory means for understanding reverse knowledge flows in replicator organizations.

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Exploring cultural impacts on knowledge sharing behavior in project teams – results from a simulation study

Cited by 65 publications

References 39 publications

Replication of Routines in Organizations: Existing Literature and New Perspectives

Replication of Routines in Organizations: Existing Literature and New Perspectives

Effects of information technologies, department characteristics and individual roles on improving knowledge sharing visibility: a qualitative case study

The Exploration Phase of Replication Strategies: The Role of Autonomous Action for Reverse Knowledge Flows

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