Interunit communication in multinational corporations
Management Science
Designing Complex Organizations
Designing Complex Organizations
Tacit Knowledge in Organizations
Tacit Knowledge in Organizations
Shared Cognition in-Organizations: The Management of Knowledge
Shared Cognition in-Organizations: The Management of Knowledge
Market, Hierarchy, and Trust: The Knowledge Economy and the Future of Capitalism
Organization Science
An empirical investigation of KM styles and their effect on corporate performance
Information and Management
Journal of Management Information Systems - Special section: Strategic and competitive information systems
Organizational Knowledge Management: A Contingency Perspective
Journal of Management Information Systems
Situated Learning and the Situated Knowledge Web: Exploring the Ground Beneath Knowledge Management
Journal of Management Information Systems
Exploring Perceptions of Organizational Ownership of Information and Expertise
Journal of Management Information Systems
Knowledge Management Strategies: Toward a Taxonomy
Journal of Management Information Systems
Journal of Management Information Systems
Review: The paradoxes of knowledge management: An eastern philosophical perspective
Information and Organization
Impact of coherent versus multiple identities on knowledge integration
Journal of Information Science
Information behaviour meets social capital: a conceptual model
Journal of Information Science
Building a taxonomy of a firm's knowledge assets: A perspective of durability and profitability
Journal of Information Science
Expert Systems with Applications: An International Journal
International Journal of Information Management: The Journal for Information Professionals
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Valuable knowledge in organizations is too often 'locked in' within one unit. The contribution of this paper is to provide insights into the knowledge-sharing effect of inter-unit coordination mechanisms. This topic has not yet received in-depth study. We fill this gap with a case study of a UK-based multinational, in which we explore knowledge sharing between business units. Data was collected using a questionnaire and interviews. The findings from our study highlight that formal coordination is preferable. Informal networking as an inter-unit coordination mechanism was not perceived as beneficial for knowledge sharing. The knowledge-sharing enablers, trust and knowledge complexity, largely dominated the possibilities for inter-unit knowledge sharing whatever coordination was used. Especially, the perceived knowledge complexity caused problems that could not be fully compensated for by any type of coordination mechanism. The study also highlights the unexpectedly minor role of common knowledge and the only indirect effect of coordination through values.