Knowledge sharing through virtual teams across borders and boundaries

Using a sample of 70 global pharmaceutical firms, this study examined how cross-national knowledge affected the creation of exploitative (incremental) and explorative (breakthrough) types of technological innovations both of which are necessary for organizational ambidexterity. We found that there were significant differences for effectively using cross-national knowledge, which reinforces the need for organizational ambidexterity. The data used to study cross-national knowledge consisted of patent analyses of commercialized products, which is a step further than most studies that stop at just the patents themselves. Through the use of doublelog regression analysis, the results suggested a notable conclusion: while the sourcing of intrafirm, crossnational knowledge enhanced explorative or breakthrough innovation, it did not enhance the development of exploitative or incremental innovation. The article concludes with managerial implications for managing ambidexterity.

Section: Discussionmentioning

confidence: 99%

Section: Intrafirm Cross-national Knowledgementioning

confidence: 99%

The role of cross-national knowledge on organizational ambidexterity: A case of the global pharmaceutical industry

Dunlap

Marion

Friar

2013

“…Hence, a PMO can range from simple support functions for the project manager to being responsible for linking corporate strategy to project execution. A common thread across the different perspectives is the PMO’s coordination role and Julian (2008) shows that the role of the PMO manager is identified as a facilitator of cross-project learning within multiple communities of practice, and knowledge transfer between projects can be understood in terms of a constellation of socially situated practices (Erhardt, 2011; Kauppila et al, 2011; Swart et al, 2011). It also provides a context characterised by forms of complexity (Geraldi et al, 2011).…”

Section: Literaturementioning

confidence: 99%

Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics

Turner

Lee‐Kelley

2012

122

Research on ambidexterity has been focused primarily at the organisational level. There is little in the literature detailing ambidexterity in more complex forms of organising. While much is written on the ‘what’ of ambidexterity – its enactment has been shown to be beneficial – there is a gap in our understanding of the underlying mechanisms, architectures and dynamics by which organisations can achieve both exploration and exploitation. In this article, we use the lens of intellectual capital to extend current architectural theory. A case study of a project management office in an IT/IS multinational provides the context in which to qualitatively unpack the underpinning intellectual capital architecture, illustrating the interwoven application of human, social and organisational capital in a complicated organisational setting. We reveal the co-existence and mutual interdependence of multiple intellectual capital and process elements, further explaining the ‘how’ of this increasingly important area of study.

“…Furthermore, these sociomaterial processes of interprofessional knowledge construction are part of a holistic organizing process (Antonacopoulou and Chiva, 2007; Sergi, 2016), and form the practices through which professional knowledge construction is organized. In high-reliability organizations in particular, much time is spent on organizing information processing so as to be able to produce a wide-ranging understanding of the phenomenon under scrutiny (Kauppila et al, 2011; Weick and Roberts, 1993). To this end, practising and knowing are co-constituting processes.…”

Section: Discussionmentioning

confidence: 99%

Sociomaterial relations and adaptive space in routine performance

Paananen

2020

This article examines the various processes through which sociomaterial relations constitute the performance of a routine. The study’s theoretical underpinnings are linked to sociomateriality in understanding the dynamics of routine performance. In this study, adaptive space furthers sociomaterial relations and processes, and their dynamics to constitute the routine performance. The findings are based on ethnographic research that was conducted during an international crisis management exercise. The analysis consists of three field episodes that illustrate the different processes in which the sociomaterial matters in routine performance. The article contributes to the theoretical discussion by showing, first, how adaptive space enables going beyond the sociomaterial dualism and transfers the theoretical emphasis to the fluidity and dynamism of these relations. It also draws attention to the sociomaterial processes that constitute the performance of the routine. Third, it further shows how through sociomaterial relations and processes the organizing of professional knowledge co-constitution is performed and managed.