A Multilevel View on Interpersonal Knowledge Transfer

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Knowledge transfer among employees is a critical enabler of organizational learning. In this article, the direct and moderating effects of the multilevel (i.e., dyadic and individual levels) antecedents of knowledge transfer are examined based on social network and knowledge management research. By analyzing the survey responses from eight R&D groups of five firms using hierarchical linear modeling, we find that structural equivalence significantly influences interpersonal knowledge transfer at the dyadic level, even when strength of ties is controlled. At the individual level, the knowledge recipient's motivational factors such as group identification and the perceived expertise of colleagues show significant effects on knowledge transfer. Finally, the effect of strength of ties at the dyadic level is more influential when the recipient's group identification is low.
Publisher
JOHN WILEY & SONS INC
Issue Date
2010-03
Language
English
Article Type
Article
Keywords

RELATIONAL EMBEDDEDNESS; MANAGING KNOWLEDGE; SOCIAL-STRUCTURE; WEAK TIES; NETWORKS; INFORMATION; IDENTITY; PERFORMANCE; INNOVATION; STRENGTH

Citation

JOURNAL OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE AND TECHNOLOGY, v.61, no.3, pp.483 - 494

ISSN
1532-2882
DOI
10.1002/asi.21267
URI
http://hdl.handle.net/10203/97083
Appears in Collection
MT-Journal Papers(저널논문)
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