Knowledge Transfer: A Basis for Competitive Advantage in Firms

Argote, Linda; Ingram, Paul

doi:10.1006/obhd.2000.2893

Cited by 2,929 publications

(1,879 citation statements)

References 64 publications

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“…Transfer of information and knowledge about what works and why, upward and downward, and horizontally within organizations is a well-known competitive advantage [2]. The persistence of improvements requires that organizations-not just the individuals within them-learn.…”

Section: The Role Of Vcops In Innovation Diffusionmentioning

confidence: 99%

If we only knew what we know: principles for knowledge sharing across people, practices, and platforms

Dearing

Greene

Stewart

et al. 2011

Behav. Med. Pract. Policy Res.

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The improvement of health outcomes for both individual patients and entire populations requires improvement in the array of structures that support decisions and activities by healthcare practitioners. Yet, many gaps remain in how even sophisticated healthcare organizations manage knowledge. Here we describe the value of a trans-institutional network for identifying and capturing how-to knowledge that contributes to improved outcomes. Organizing and sharing on-the-job experience would concentrate and organize the activities of individual practitioners and subject their rapid cycle improvement testing and refinement to a form of collective intelligence for subsequent diffusion back through the network. We use the existing Cancer Research Network as an example of how a loosely structured consortium of healthcare delivery organizations could create and grow an implementation registry to foster innovation and implementation success by communicating what works, how, and which practitioners are using each innovation. We focus on the principles and parameters that could be used as a basis for infrastructure design. As experiential knowledge from across institutions builds within such a system, the system could ultimately motivate rapid learning and adoption of best practices. Implications for research about healthcare IT, invention, and organizational learning are discussed.

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Section: The Role Of Vcops In Innovation Diffusionmentioning

confidence: 99%

If we only knew what we know: principles for knowledge sharing across people, practices, and platforms

Dearing

Greene

Stewart

et al. 2011

Behav. Med. Pract. Policy Res.

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show abstract

“…Drawing on the insights of this conceptional work, Lucas (1988) has put forward the argument that the spatial concentration of (skilled) labour generates strong external economies (or in his words "external human capital"), and that these externalities increase productivity and growth. In the meantime there exists a large number of empirical studies providing evidence for the strong relationship between well-educated people and the performance and growth of cities and regions (Eaton and Eckstein 1997, Black and Henderson 1999, Glaeser et al 1995, 1998, 2000Glendon 1998, Glaeser andSaiz 2004;Rodriguez-Pose and Vilalta-Bufi 2005).…”

Section: Introductionmentioning

confidence: 99%

“…There seems to be a widespread consensus that also spillovers constitute an important type of and specific channel for knowledge transfer and that these externalities have a positive impact on innovation and growth ( Tödtling et al 2006). The mobility of highly skilled personnel (or the transfer of human capital) represents another core mechanism for the spilling over of (embodied) knowledge ( Arrow 1959;Matusik and Hill 1998;Argote and Ingram 2000;Rosenkopf and Almeida 2003;Moen 2005;Döring and Schnellenbach 2006).…”

mentioning

confidence: 99%

Knowledge Spillover Agents and Regional Development

Trippl

Maier

2010

Advances in Spatial Science

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It is widely recognised that knowledge and highly skilled individuals as "carriers" of knowledge (i.e. knowledge spillover agents) play a key role in impelling the development and growth of cities and regions. In this paper we discuss the relation between the mobility of talent and knowledge flows. In this context, several issues are examined, including the role of highly skilled labour for regional development, the features that characterise knowledge spillovers through labour mobility, the key factors for attracting and retaining talent as well as the rise of "brain gain" policies. Although the paper deals with highly skilled mobility and migration in general, a particular attention will be paid to flows of (star) scientists.

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“…Team members exchange ideas to put in place the knowledge and understandings that team members must have for the team to achieve its mission. (Argote, 2000) The first statement, that team members cannot work together effectively if they do not have the knowledge needed to do so, is our basic premise, and as written is almost a tautology. The second statement, that team members do not personally need to know all critical knowledge but do need to know who to ask to get the knowledge, is the basis of "transactive memory."…”

Section: The Importance Of Knowledge To Effective Teamworkmentioning

confidence: 99%

A Human-Centric Architecture for Net-Centric Operations

2005

PsycEXTRA Dataset

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Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.

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Knowledge Transfer: A Basis for Competitive Advantage in Firms

Cited by 2,929 publications

References 64 publications

If we only knew what we know: principles for knowledge sharing across people, practices, and platforms

If we only knew what we know: principles for knowledge sharing across people, practices, and platforms

Knowledge Spillover Agents and Regional Development

A Human-Centric Architecture for Net-Centric Operations

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