Tacit Knowledge in Organizations
Tacit Knowledge in Organizations
Knowledge integration in virtual teams: the potential role of KMS
Journal of the American Society for Information Science and Technology
Knowledge and Organization: A Social-Practice Perspective
Organization Science
Building on the Past: Enacting Established Personal Identities in a New Work Setting
Organization Science
Organizational Boundaries and Theories of Organization
Organization Science
The role of inter-unit coordination mechanisms in knowledge sharing: a case study of a British MNC
Journal of Information Science
General Perspectives on Knowledge Management: Fostering a Research Agenda
Journal of Management Information Systems
Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situations and Factors in Reuse Success
Journal of Management Information Systems
Exploring Perceptions of Organizational Ownership of Information and Expertise
Journal of Management Information Systems
Examining identity and organizational citizenship behaviour in computer-mediated communication
Journal of Information Science
Exploring the effect of boundary objects on knowledge interaction
Decision Support Systems
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This paper addresses the influence of two competing views of social identity on knowledge integration. One view sees social identity primarily as a coherent characteristic of organizations, which can leverage knowledge integration by unconditional cooperative behaviour, shared values, mindsets, trust, and loyalty. The opposing view considers social identity as multiple and fragmented. This fragmented view emphasizes the problematic nature of social identity for knowledge integration and states that social identity is an additional barrier to knowledge integration in organizations. The aim of this paper is to examine these competing accounts and to develop insight into the underlying mechanisms that lead to the different effects of social identity on knowledge integration. Two polar case studies illustrate the different effects of a coherent versus multiple identity on knowledge integration and the need for a coherent company-wide social identity, instead of a multiple community or group based social identity, to leverage knowledge integration in organizations.