Communications of the ACM - Special issue on computer augmented environments: back to the real world
Programmable bricks: toys to think with
IBM Systems Journal
The innovator's dilemma: when new technologies cause great firms to fail
The innovator's dilemma: when new technologies cause great firms to fail
The computational beauty of nature
The computational beauty of nature
Common Knowledge: How Companies Thrive by Sharing What They Know
Common Knowledge: How Companies Thrive by Sharing What They Know
Mission Critical: Realizing the Promise of Enterprise Systems
Mission Critical: Realizing the Promise of Enterprise Systems
Human Resource Management in the Knowledge Economy: New Challenges, New Roles, New Capabilities
Human Resource Management in the Knowledge Economy: New Challenges, New Roles, New Capabilities
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Organization Science
Sticky Knowledge: Barriers to Knowing in the Firm
Sticky Knowledge: Barriers to Knowing in the Firm
Knowledge Reuse for Innovation
Management Science
Efficiency of Federal Hospitals in the United States
Journal of Medical Systems
A Knowledge-Based Theory of the Firm--The Problem-Solving Perspective
Organization Science
Mindstorms: children, computers, and powerful ideas
Mindstorms: children, computers, and powerful ideas
Coordinating Expertise Among Emergent Groups Responding to Disasters
Organization Science
Toward a Theory of Knowledge Reuse: Types of Knowledge Reuse Situations and Factors in Reuse Success
Journal of Management Information Systems
Knowledge management challenges in new business development: Case study observations
Journal of Engineering and Technology Management
Template Use and the Effectiveness of Knowledge Transfer
Management Science
| Hi-index | 0.00 |
Organization success depends, at least in part, on a firm's ability to wisely manage what it knows in order to capitalize on technical achievements, develop new products and services, realize the benefits of innovation, achieve effective scale economies, and continuously advance and control its operations. This paper departs from familiar approaches to categorizing knowledge resources to distinguish between knowledge resources that are appropriate to replicate 'as is' (evidence-based knowledge resources) and those that are best suited to contribute to innovation and creative activity (tinkerable knowledge resources). A set of criteria for classifying different types of knowledge flow mechanisms is also introduced. We propose a framework for determining effective fit between knowledge resources and the mechanisms used to move and apply those resources. We discuss the benefits of achieving fit and the liabilities of misfit and illustrate these ideas with examples drawn from a variety of sources. The paper concludes with a discussion of implications for future research.