TY - JOUR
T1 - Revisiting knowledge transfer
T2 - Effects of knowledge characteristics on organizational effort for knowledge transfer
AU - Kang, Jina
AU - Rhee, Mooweon
AU - Kang, Ki H.
N1 - Copyright:
Copyright 2017 Elsevier B.V., All rights reserved.
PY - 2010/12
Y1 - 2010/12
N2 - This study analyzes the effects of knowledge characteristics on the extent of organizational effort for nowledge transfer. In this paper, three knowledge characteristics that affect organizational behavior for knowledge transfer are identified based on knowledge-based views and organizational learning theory: tacitness, difficulty, and the importance of knowledge. We establish three hypotheses on the effects of these three knowledge characteristics on the extent of effort for knowledge transfer (i.e., the frequency of contact with knowledge source), and provide empirical tests employing the dataset from project teams in a multinational consulting firm via the OLS model. Results show that tacitness, difficulty, and importance have positive effects on the frequency of contact with knowledge sources. This implies that firms exert more effort to acquire the knowledge when the knowledge is tacit, difficult, or important.
AB - This study analyzes the effects of knowledge characteristics on the extent of organizational effort for nowledge transfer. In this paper, three knowledge characteristics that affect organizational behavior for knowledge transfer are identified based on knowledge-based views and organizational learning theory: tacitness, difficulty, and the importance of knowledge. We establish three hypotheses on the effects of these three knowledge characteristics on the extent of effort for knowledge transfer (i.e., the frequency of contact with knowledge source), and provide empirical tests employing the dataset from project teams in a multinational consulting firm via the OLS model. Results show that tacitness, difficulty, and importance have positive effects on the frequency of contact with knowledge sources. This implies that firms exert more effort to acquire the knowledge when the knowledge is tacit, difficult, or important.
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U2 - 10.1016/j.eswa.2010.05.072
DO - 10.1016/j.eswa.2010.05.072
M3 - Article
AN - SCOPUS:77957826979
VL - 37
SP - 8155
EP - 8160
JO - Expert Systems with Applications
JF - Expert Systems with Applications
SN - 0957-4174
IS - 12
ER -