Informal network players, knowledge integration, and competitive advantage

Awazu, Yukika

doi:10.1108/13673270410541042

Cited by 42 publications

(42 citation statements)

References 21 publications

(19 reference statements)

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“…Interestingly, it should be noted that while most of the studies focus on the sensemaking concept as a portrait of the ‘organizing’ in the team context (Ashmos and Nathan, ; Klein et al., ), a few studies mention about it as a specific capability (Weick et al., ). Awazu (), for instance, notes that sensemaking is an important capability for organizations and groups because it integrates people's thoughts and generates new knowledge as well as constituting an ability to reconfigure existent knowledge to solve current problems. Nevertheless, we know less about how to conceptualize and then operationalize the team sensemaking capability in the technology innovation management (TIM) literature.…”

Section: Introductionmentioning

confidence: 99%

Antecedents and consequences of team sensemaking capability in product development projects

et al. 2012

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With the increasing popularity of organizational sensemaking in the literature, sensemaking capability of firms attracts many researchers and practitioners from different fields. Nevertheless, sensemaking capability is rarely addressed in the new product development (NPD) project teams in the technology and innovation management literature. Specifically, we know little about what team sensemaking capability is, its ingredients and benefits, and how it works in NPD projects (e.g., its antecedents and consequences). By investigating 92 NPD project teams, we found that (1) team sensemaking capability, which is composed of internal and external communication, information gathering, information classification, building shared mental models, and taking experimental actions, has a positive impact on the information implementation and speed-to-market; (2) information implementation and speed-to-market mediate the relationship between team sensemaking capability and new product success; and (3) team sensemaking capability mediates the relationship between team processes and information implementation and partially mediates the relationship between team processes and speed-to-market. We also found that team autonomy, interpersonal trust among team members, and open-mindedness of team members positively influence the development of team sensemaking capability. Theoretical and managerial implications of the study findings are discussed.health care (Albolino et al., 2007;Davidson, 2010;Kitzmiller et al., 2010;Manojlovich, 2010), and battle fields (Jensen, 2009). In those studies, researchers indicate that sensemaking is an ongoing process of meaning construction, which reflects how team members make interpretations of actions and events, thus making ambiguous situations more orderly, and bs_bs_banner R&D Management 42, 5, 2012.Research examining the impact of sensemaking capability on information implementation (e.g., cor- Team sensemaking capability in product development

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Section: Introductionmentioning

confidence: 99%

Antecedents and consequences of team sensemaking capability in product development projects

et al. 2012

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“…This need is also confirmed in this research. The scientific literature provides evidence of the correlation of informal knowledge sharing and the operation of informal networks that explains the natural existence of workplace gossip (Awazu, 2004;Bresnen, 2003) (as cited in Wabwezi, 2011, p. 16). Further research has also confirmed the relevance of knowledge sharing and its occurrence in the form of gossip in practice, which is also proved by this research.…”

Section: Discussionmentioning

confidence: 99%

Formal and Informal Knowledge Sharing in Organisations from Slovakia and Hungary

Juhász¹,

Mura²,

Csanádi³

2019

EBER

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“…Innovation networks are an important avenues by which different enterprises can go beyond their organizational boundaries to acquire external technology and innovation resources (Freeman, 1991). Awazu (2004) showed that companies can gain comparative advantages by integrating online knowledge. Recently, firms have been going beyond their boundaries to foster learning activities at both the inter-firm and inter-industry levels and on both the national and international scale (Alguezaui and Filieri, 2010).…”

Section: Global Network Positionmentioning

confidence: 99%

Integration modes, global networks, and knowledge diffusion in overseas M&As by emerging market firms

Chen

Liu

2019

JKM

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Purpose This paper aims to examine how integration modes impact the acquirer knowledge diffusion capacity of overseas mergers and acquisitions (M&As) effected by emerging market firms and the role played by the global innovation network position of the acquiring firms in affecting this relationship. Design/methodology/approach Through the use of structural equation modelling and bootstrap testing, the hypotheses are tested by drawing upon a sample of 102 overseas M&As effected by listed Chinese manufacturing companies. Findings The results show that acquirers from emerging countries are unable to increase the knowledge diffusion capacity unless they choose the right post-merger integration mode. This paper also finds that the relationship between integration mode and knowledge diffusion is channelled through the centrality and structural holes of acquirers in the global innovation networks. When considering the combinations of different resource similarities and complementarities of the acquired firms, differences emerge in the integration model and network embedded path of acquirers in emerging countries. Practical implications Emerging market multinational enterprises should consider post-merger integration as a crucial facilitator to the crafting of global innovation network positions that promote knowledge diffusion. The choices of integration mode and brand management autonomy should be matched with the resource similarities and complementarities that exist between the acquirer and target firms. Originality/value Based on the resource orchestration theory and by focussing on network centrality and structural hole as the crucial links, this study provides a nuanced understanding of the relationship between post-merger integration and knowledge diffusion and sheds light on latecomer firms from emerging countries.

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Informal network players, knowledge integration, and competitive advantage

Cited by 42 publications

References 21 publications

Antecedents and consequences of team sensemaking capability in product development projects

Antecedents and consequences of team sensemaking capability in product development projects

Formal and Informal Knowledge Sharing in Organisations from Slovakia and Hungary

Integration modes, global networks, and knowledge diffusion in overseas M&As by emerging market firms

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