Which Problems to Solve? Online Knowledge Sharing and Attention Allocation in Organizations

Haas, Martine R.; Criscuolo, Paola; George, Gerard

doi:10.5465/amj.2013.0263

Cited by 204 publications

(137 citation statements)

References 120 publications

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“…Thus, more research on inter-OC flows is warranted. For instance, it could be valuable to examine how the capacity to absorb knowledge relates to the past problem solving activities of OCs (Haas et al 2015), and how digital technologies enable OCs to realize this capacity (Zahra and George 2002). It could also be useful to investigate the trust that potential users place in outsourcing communities, or even novel forms of trusting the insourced technology (see Lankton et al 2016).…”

Section: Toward a Research Agenda On Ocmentioning

confidence: 99%

Special Section Introduction—Online Community as Space for Knowledge Flows

Faraj

Krogh

Monteiro

et al. 2016

Information Systems Research

180

166

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O nline communities frequently create significant economic and relational value for community participants and beyond. It is widely accepted that the underlying source of such value is the collective flow of knowledge among community participants. We distinguish the conditions for flows of tacit and explicit knowledge in online communities and advance an unconventional theoretical conjecture: Online communities give rise to tacit knowledge flows between participants. The crucial condition for these flows is not the advent of novel, digital technology as often portrayed in the literature, but instead the technology's domestication by humanity and the sociality it affords. This conjecture holds profound implications for theory and research in the study of management and organization, as well as their relation to information technology.

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Section: Toward a Research Agenda On Ocmentioning

confidence: 99%

Special Section Introduction—Online Community as Space for Knowledge Flows

Faraj

Krogh

Monteiro

et al. 2016

Information Systems Research

180

166

View full text Add to dashboard Cite

show abstract

“…Andrews and Delahaye (2000) highlighted the importance of knowledge management processes on OL. On the other side, Haas, Criscuolo, and George (2014) has explored the role knowledge management processes towards problem solving.…”

Section: Knowledge Management Process Capability Transformational Lementioning

confidence: 99%

“…On the other hand, KIC proved as mediator in between leadership styles and knowledge management practices (Nam Nguyen & Mohamed, 2011). In the presence of knowledge culture, it is easier for leaders & employees to interact with each other and effectively disseminate knowledge what they have (Haas et al, 2014;Vargas, 2015;Z. Geh, 2014).…”

Section: Knowledge Intensive Culture Transformational Leadership Andmentioning

confidence: 99%

Organizational learning through transformational leadership

Imran

Ilyas

Aslam

et al. 2016

TLO

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Purpose The transformation of firms from resource-based-view to knowledge-based-view has extended the importance of organizational learning. Thus, this study aims to develop an organizational learning model through transformational leadership with indirect effect of knowledge management process capability and interactive role of knowledge-intensive culture. Design/methodology/approach Different statistical analyses were done to check the direct, indirect and interactive effects on 204 valid responses. Findings The results are clearly depicting that transformational leadership has significant positive impact on organizational learning and knowledge management process capability, and partially mediates the relationship between transformational leadership and organizational learning. Additionally, knowledge-intensive culture has strengthened the relationship between transformational leadership and knowledge management process capability. Originality/value This is an overarching and unique conceptual model. After examining the importance of organizational learning in the context of innovative ability, competitive advantage, creativity and organizational performance, management has to initiate steps to induct transformational leaders, develop knowledge-intensive culture and introduce knowledge management processes to boost learning environment in organizations.

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“…This is supported by an empirical study of online knowledge sharing community by Haas et al. (, p. 686), where the authors have observed that “ because attention is a finite resource, beyond some point a large number of concurrently posted problems may reduce the likelihood that the potential knowledge provider decides to allocate attention to a focal problem .”…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 88%

Product Recall Decisions in Medical Device Supply Chains: A Big Data Analytic Approach to Evaluating Judgment Bias

Mukherjee

Sinha

2018

Production and Operations Management

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This study investigates judgment bias (under‐reaction or over‐reaction) in product recall decisions by firms when they respond to adverse event reports generated by users of their products. We develop an integrative theoretical framework for identifying the sources of judgment bias in product recall decisions. We analyze user‐generated reports (big and unstructured data) on adverse events related to medical devices, using a combination of econometric and predictive analytic methods. We find that (i) noisy signals in user feedback, that is, high noise‐to‐signal ratio, are associated with under‐reaction likelihood; and (ii) user feedback related to adverse events characterized by high severity is associated with high over‐reaction likelihood. We also identify conditions related to the situated context of managers that are associated with under‐reaction or over‐reaction likelihood. The findings of this study are consequential for firms and government regulatory agencies, in that they shed light on the sources of judgment bias in recall decisions, thereby ensuring that such decisions are made correctly and in a timely manner. Our findings also contribute toward improving the post‐launch market surveillance of products (e.g., medical devices) by making it more evidence‐based and predictive.

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Which Problems to Solve? Online Knowledge Sharing and Attention Allocation in Organizations

Cited by 204 publications

References 120 publications

Special Section Introduction—Online Community as Space for Knowledge Flows

Special Section Introduction—Online Community as Space for Knowledge Flows

Organizational learning through transformational leadership

Product Recall Decisions in Medical Device Supply Chains: A Big Data Analytic Approach to Evaluating Judgment Bias

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