The sciences of the artificial (3rd ed.)
The sciences of the artificial (3rd ed.)
Localization of Knowledge and the Mobility of Engineers in Regional Networks
Management Science
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Integrating Knowledge in Groups: How Formal Interventions Enable Flexibility
Organization Science
Interruptive Events and Team Knowledge Acquisition
Management Science
Transactive Memory Systems, Learning, and Learning Transfer
Organization Science
Mindfulness and the Quality of Organizational Attention
Organization Science
Strategic Management of Technological Innovation xxxxxxxxxxxxxxxxxxx
Strategic Management of Technological Innovation xxxxxxxxxxxxxxxxxxx
Unpacking Prior Experience: How Career History Affects Job Performance
Organization Science
External Learning Activities and Team Performance: A Multimethod Field Study
Organization Science
Categorical Data Analysis Using SAS
Categorical Data Analysis Using SAS
Organizational Learning: From Experience to Knowledge
Organization Science
Modeling High-Quality Knowledge Sharing in cross-functional software development teams
Information Processing and Management: an International Journal
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This study presents a conceptual model of when and how knowledge demonstrability and superordinate social identity impact the likelihood that organizations capitalize on their knowledge resources. To test the model, an experimental methodology was used in which a member transfers from one group to another, transmitting knowledge in the form of a production routine. As predicted, work groups unlocked the knowledge transfer potential arising from personnel movement more often when they shared a superordinate identity than when they did not share such an identity, and this identity effect was moderated by knowledge demonstrability. When knowledge was less demonstrable with concealed merits, it was more likely to transfer between groups that shared a superordinate identity, compared to groups that did not share such an identity. By contrast, when knowledge was more demonstrable with apparent merits, it was as likely to transfer between groups that shared a superordinate identity compared to groups that did not share such an identity. As predicted, superordinate identity induced knowledge consideration, the focusing of group attention on determining the value of another's knowledge. Mediated moderation analyses revealed that this process underlies knowledge transfer. Superordinate social identity induced thorough knowledge consideration, which was more important for recognizing the value of knowledge when its merits were concealed rather than apparent. Because the merits of many organizational routines and practices are concealed and superordinate identity appears to be a key to unlocking the knowledge transfer potential of less demonstrable knowledge, this study has important implications for managing knowledge resources.