Organizational Behavior and Human Decision Processes - Annotated Bibliography Example

Annotated Bibliography Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82(1), 150-169. This article addresses two important issues, i.e. how firms can create competitive advantage and how they can prevent transfer of knowledge to competitors. The article explains that the interactions among people while using organizational tools to perform tasks are unique to specific organizational contexts and cannot be transferred or replicated. On the basis of this premise, the article argues that in order to protect their proprietary knowledge from being poached by competitors, organizations should create knowledge and facilitate its transfer within the organization through employee interactions. The authors argue that since human interactions are inimitable and cannot be reproduced in a different organizational context without losing their innate characteristics, organizations can retain knowledge within the organization and continue to use it as a strategic asset to create competitive advantage. Becerra-Fernandez, I., & Sabherwal, R. (2001). Organizational knowledge management: A contingency perspective. Journal of Management Information Systems, 18(1), 23-56. This article challenges the assumption of a universal set of knowledge management practices by arguing for a contingency-based approach to knowledge management. The article describes the organizational context for knowledge management along the dimensions of process and content orientation on the one hand and focused and broad domains on the other. Based on the possible combinations, four different approaches are identified, i.e. internalization, externalization, combination and socialization. Based on where the particular organizational division is situated in the contingency grid, managers should adopt the associated approach to promote knowledge creation and management among employees. Empirical research validates much of the contingency model with the exception of the externalization approach as it did not contribute to the expected positive impact. Cohen, D. (1998). Managing knowledge in the new economy, New York: The Conference Board. This report explains how managers may benefit from implementing knowledge management practices in the organization. The report highlights several advantages of knowledge management including the promotion of creativity, faster decision making and competitive responses in the market. The report encourages managers to adopt knowledge management practices by discussing examples of real organizations where knowledge management has been implemented and has yielded beneficial results. Knowledge management can be practiced by creating appropriate structures and systems to create and disseminate knowledge. The report also states that managers should constantly evaluate the effectiveness of their knowledge management systems by establishing specific criteria to measure the performance of knowledge management initiatives. In this way, managers can ensure that their organizations continue to come up with new, practicable ideas to compete with their rivals in the industry. Davenport, T. H., De Long, D. W., & Beers, M. C. (1999). Successful knowledge management projects. In J. W. Cortada & J. A. Woods (Eds.), The knowledge management yearbook, 1999-2000 (pp. 89-107). Boston: Butterworth-Heinemann. This article discusses the ways in which organizations can implement knowledge management and identifies the factors that lead to successful knowledge management initiatives and programs. The article recommends that organizations create formal and informal knowledge repositories, develop simple mechanisms to facilitate access to those repositories by opening multiple channels, create a knowledge-friendly environment, and value knowledge as an asset. Organizations can increase the likelihood of success of knowledge management initiatives when they tie the performance of knowledge management to economic performance of the organization and provide appropriate technical infrastructure. The knowledge repositories should be structured along flexible and scalable lines and should be supported by knowledge-friendly cultures. Organizational commitment to knowledge management should be evident in motivational messages and actions of senior managers. The purpose of knowledge management should be conveyed in clear and unambiguous language. Goh, S. C. (2002). Managing effective knowledge transfer: an integrative framework and some practice implications. Journal of Knowledge Management, 6(1), 23-30. This article offers a comprehensive explanation of the knowledge creation and transfer processes within organizations which enable organizations to use knowledge as a source of competitive advantage. The ability to transfer knowledge is a crucial step in knowledge transfer and firms can benefit if they identify factors that enhance the ability to transfer knowledge within the organization. Managers should thus play a proactive role to nurture and protect this strategic organizational resource by setting up an effective knowledge transfer process in the firm. At the same time, managers should not become obsessed with a particular part or stage of the process. In fact, limited organizational and managerial resources should be allocated fairly among the various steps of the knowledge transfer process. Nonaka, I., & Konno, N. (1999). The concept of ba: Building a foundation of knowledge creation. In J. W. Cortada & J. A. Woods (Eds.), The knowledge management yearbook, 1999-2000 (pp. 37-51). Boston: Butterworth-Heinemann. This chapter focuses on the organizational environment required to create knowledge which can be used as a way to foster creativity. The concept of ba refers to a shared space knowledge is situated and from where it can be accessed by organizational members. The chapter makes a distinction between tangible information and intangible knowledge which is a strategic asset and can be acquired through shared experiences in the ba. Different organizations have attempted to create their own forms of ba spaces which offer platforms and opportunities for employees to engage and interact with one another and share knowledge in the process. Work teams, business divisions, quality circles and project teams are some of the structures that offer ba space. Organizational culture also offers shared assumptions and values to complement these structural interventions. Sveiby, K. E. (1999). Tacit knowledge. In J. W. Cortada & J. A. Woods (Eds.), The knowledge management yearbook, 1999-2000 (pp. 18-27). Boston: Butterworth-Heinemann. This insightful article elaborates on the concept of knowledge and its essential characteristics. For instance, the article distinguishes between focal knowledge as that which is required to know about a specific phenomenon and tacit knowledge which is knowledge of the techniques and methods needed to achieve the immediate objective. Furthermore, the article argues that the roots of all knowledge lie in tacit knowledge; hence, for organizations tacit knowledge embedded in their employees’ experiences and mental models is the actual source of competitive strength. Tacit knowledge needs to be expressed through language in order to become articulated knowledge and available to others. Knowledge is also discussed in terms of its static and dynamic aspects, which helps to explain knowledge as a process of knowing. Szulanski, G. (2000). The process of knowledge transfer: A diachronic analysis of stickiness. Organizational Behavior and Human Decision Processes, 82(1), 9-27. This article describes intrafirm knowledge transfer as a process rather than an act, with different factors impacting on the process at different stages. These factors impose varying levels of difficulty in the process of knowledge transfer between firms. It is in the interest of organizations to identify the stages of knowledge transfer process and harness those factors that make it difficult for it to be transferred to rival firms. For instance, firms can take steps to avoid opportunities for knowledge transfer in the initiation stage and erect barriers to execution of transfer in the implementation phase. This is a useful paper because it offers a novel approach to knowledge transfer between firms and identifies numerous instances and opportunities where management can act to prevent leakage of knowledge from the organization. Read More