Information Seeking: An Organizational Dilemma
Information Seeking: An Organizational Dilemma
If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice
If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice
Enabling Knowledge Creation: New Tools for Unlocking the Mysteries of Tacit Understanding
Enabling Knowledge Creation: New Tools for Unlocking the Mysteries of Tacit Understanding
Information Systems Research
Organization Science
Information Systems Research
HICSS '00 Proceedings of the 33rd Hawaii International Conference on System Sciences-Volume 1 - Volume 1
A Relational View of Information Seeking and Learning in Social Networks
Management Science
Informational Influence in Organizations: An Integrated Approach to Knowledge Adoption
Information Systems Research
Knowledge Sourcing Effectiveness
Management Science
Information and Management
Implementation of a group decision support system utilizing collective memory
Information and Management
Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situations and Factors in Reuse Success
Journal of Management Information Systems
Knowledge Management Strategies: Toward a Taxonomy
Journal of Management Information Systems
Profiting from Knowledge Management: The Impact of Time and Experience
Information Systems Research
The cognitive selection framework for knowledge acquisition strategies in virtual communities
International Journal of Information Management: The Journal for Information Professionals
Going beyond technology: Knowledge sharing as a tool for enhancing customer-oriented attitudes
International Journal of Information Management: The Journal for Information Professionals
In or Out: An Integrated Model of Individual Knowledge Source Choice
Journal of Organizational and End User Computing
The Effects of Self-Regulated Learning Processes on E-Learning Outcomes in Organizational Settings
Journal of Management Information Systems
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Many knowledge management (KM) initiatives in organizations seek to improve how employees draw on each others' expertise, experience, advice, and opinions, which we call knowledge sourcing behavior. Employees can source knowledge recorded in document form, through dyadic conversations, or in-group settings. We proposed and tested a theory to support the idea that employees' use of different classes of knowledge sourcing methods produced different kinds of performance outcomes. Our findings suggested that (1) different classes of knowledge sourcing methods are not as interchangeable as the KM literature might suggest, (2) technology-based methods are neither inherently superior nor inferior to traditional methods and (3) that group knowledge sourcing supports a wider range of performance outcomes than other methods. Together, these results highlight the importance of aligning KM efforts with their intended outcome. Before launching a project designed to enhance knowledge sourcing, managers should decide which performance outcome they wish to affect and select a KM tool that is aligned with the desired effect.