Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Trust as an Organizing Principle
Organization Science
Networks, Diversity, and Productivity: The Social Capital of Corporate R&D Teams
Organization Science
Status Differences in the Cognitive Activation of Social Networks
Organization Science
Centrality measures based on current flow
STACS'05 Proceedings of the 22nd annual conference on Theoretical Aspects of Computer Science
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Prior research has emphasized the importance of boundary spanners in facilitating the transfer of knowledge between organizational units. The successful transfer of knowledge between organizational units is critical for a number of organizational processes and performance outcomes. The empirical evidence on the success of boundary spanners is mixed, however. Research findings indicate boundary spanners can either facilitate or inhibit the flow of knowledge between organizational units. We develop and test a theoretical argument emphasizing the importance of the broader network context in which boundary spanning occurs. In particular, we consider how tie strength, network cohesion, and network range affect the level of knowledge acquired in cross-unit knowledge transfer relationships. An analysis of knowledge transfer relationships among several hundred scientists indicates that each network feature had a positive effect on the level of knowledge acquired in cross-unit knowledge transfer relationships. Our findings illustrate how network features contribute to the flow of knowledge between organizational units and, therefore, how network context contributes to heterogeneity in boundary-spanning outcomes.