The Effects of Competition and Time Constraints on Knowledge Transfer: Exploratory Findings from Two Experiments

Connelly, Catherine E.; Ford, Dianne P.; Gallupe, R. Brent; Turel, Ofir; Zweig, David

doi:10.1109/hicss.2009.429

Cited by 3 publications

(2 citation statements)

References 38 publications

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“…Although prior research suggests that having the motivation and the requisite knowledge is necessary to support knowledge sharing (Trada and Goyal, 2020), numerous studies suggest that lack of time can inhibit knowledge sharing in organizations. Because exchanging, internalizing, combining or co-creating knowledge can be a demanding endeavor, individuals may understandably focus solely on work demands for which they have primary accountability (Connelly et al , 2009).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…The common theme emerging from our understanding of the knowledge management literature is that three primary aspects exist (motivation, opportunity and ability), which influence individual choices on whether to interact and exchange knowledge within organizations. Theoretical perspectives as well as empirical research suggest that motivation to share knowledge, opportunity to share knowledge and ability to share knowledge are key individual-level competencies that influence interaction between individuals (Connelly et al , 2009). We introduce the CSE as the latent construct made up of the three dimensions of MOA.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Social exchange in buyer-supplier relationships and innovation speed: the mediating and moderating role of information sharing and knowledge channels

Ojha

Dayan

Struckell

et al. 2022

JKM

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Purpose This study recognizes service as the majority contributor to global and US gross domestic product and the importance of innovation speed to service innovation. Generating innovative products and services at a faster rate generates advantages for business-to-business (B2B) service organizations in keeping up with and moving ahead of rivals. This study aims to introduce the concept of capacity for social exchange (CSE) in buyer–supplier relationships, which reflects the degree to which individuals possess competencies that enable the exchange of information, and this study also explores how CSE affects knowledge sharing and innovation speed within a supply chain organization. Design/methodology/approach The sampling frame of this research consisted of service businesses in the USA. The data were collected through Zoomerang, an online survey research firm where the B2B panel of Zoomerang formed the sampling frame. The data was collected from 264 B2B service sector executives. Findings The key findings are as follows: CSE facilitates knowledge sharing; knowledge sharing is positively related to innovation speed; and the relationship between CSE and innovation speed is fully mediated by knowledge sharing. Additional analysis reveals that knowledge channels which are designed as boundary-spanning strategies used to transfer and create knowledge between business units, directly increase – and positively moderate – the relationship between CSE and innovation speed. Originality/value This study addresses the gap in literature focused on micro-level influencers on innovation. This study sets out by presenting the concept of CSE, and this study addresses limitations in prior work by examining the research questions.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Social exchange in buyer-supplier relationships and innovation speed: the mediating and moderating role of information sharing and knowledge channels

Ojha

Dayan

Struckell

et al. 2022

JKM

View full text Add to dashboard Cite

show abstract

Generational Responses to Knowledge Management and Collaboration: Are GenX and GenY as Different As We Think?

McHenry

Ash

2010

2010 43rd Hawaii International Conference on System Sciences

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Knowledge Hiding in Academia: Is Personality a Key Factor?

Demirkasımoğlu

2015

IJHE

101

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The purpose of this paper was to analyze the knowledge hiding types of academicians and their relationship between personality traits. It was designed as a quantitative study. Data was gathered from 386 research assistants and assistant professors from Turkish universities. Knowledge hiding scale developed by Connelly, Zweig, Webster and Trougakos (2012) was adapted to Turkish by the author and personality traits were assessed by the Turkish version (Karancı, Dirik and Yorulmaz, 2007) of Eysenck's scale (Francis, Laurence, and Philipchalk, 1992). Results suggested that knowledge hiding behavior is not a prevalent phenomenon in academia. Academicians relatively highest knowledge hiding behaviors were related to "rationalized hiding" followed by "evasive hiding" and" playing dumb". Academicians "play dumb" to their superiors whereas they act "rationalized hiding" to co-workers. Extraversion was positively correlated with playing dumb while neuroticism had a negative correlation.

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The Effects of Competition and Time Constraints on Knowledge Transfer: Exploratory Findings from Two Experiments

Cited by 3 publications

References 38 publications

Social exchange in buyer-supplier relationships and innovation speed: the mediating and moderating role of information sharing and knowledge channels

Social exchange in buyer-supplier relationships and innovation speed: the mediating and moderating role of information sharing and knowledge channels

Generational Responses to Knowledge Management and Collaboration: Are GenX and GenY as Different As We Think?

Knowledge Hiding in Academia: Is Personality a Key Factor?

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