The effects of environment, knowledge attribute, organizational climate, and firm characteristics on knowledge sourcing decisions
Knowledge has been widely recognized as a critical resource for competitive advantage of the firms. However, little has been done in the literature regarding under what conditions that firms should develop knowledge internally or acquire knowledge from outside. Therefore, the main purpose of this st...
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| Veröffentlicht in: | R & D management Jg. 34; H. 2; S. 137 - 146 |
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| Format: | Journal Article |
| Sprache: | Englisch |
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Oxford, UK
Blackwell Publishing
01.03.2004
Blackwell Publishing Ltd |
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| ISSN: | 0033-6807, 1467-9310 |
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| Abstract | Knowledge has been widely recognized as a critical resource for competitive advantage of the firms. However, little has been done in the literature regarding under what conditions that firms should develop knowledge internally or acquire knowledge from outside. Therefore, the main purpose of this study is to examine the effects of some key factors including environment, organizational climate, firm characteristics, and knowledge attribute, on the firm's decision to knowledge sourcing. Our findings suggest that firms are more likely to develop knowledge internally if the environment is less munificent and dynamic; if the knowledge is more specific to them; if they possess higher levels of intention, autonomy, and requisite variety; and if they have abundant development experience and sufficient capabilities. |
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| AbstractList | Knowledge has been widely recognized as a critical resource for competitive advantage of the firms. However, little has been done in the literature regarding under what conditions that firms should develop knowledge internally or acquire knowledge from outside. Therefore, the main purpose of this study is to examine the effects of some key factors including environment, organizational climate, firm characteristics, and knowledge attribute, on the firm's decision to knowledge sourcing. Our findings suggest that firms are more likely to develop knowledge internally if the environment is less munificent and dynamic; if the knowledge is more specific to them; if they possess higher levels of intention, autonomy, and requisite variety; and if they have abundant development experience and sufficient capabilities. Knowledge has been widely recognized as a critical resource for competitive advantage of the firms. However, little has been done in the literature regarding under what conditions that firms should develop knowledge internally or acquire knowledge from outside. Therefore, the main purpose of this study is to examine the effects of some key factors including environment, organizational climate, firm characteristics, and knowledge attribute, on the firm's decision to knowledge sourcing. Our findings suggest that firms are more likely to develop knowledge internally if the environment is less munificent and dynamic; if the knowledge is more specific to them; if they possess higher levels of intention, autonomy, and requisite variety; and if they have abundant development experience and sufficient capabilities. [PUBLICATION ABSTRACT] |
| Author | Chen, Chung-Jen Lin, Bou-Wen |
| Author_xml | – sequence: 1 givenname: Chung-Jen surname: Chen fullname: Chen, Chung-Jen organization: Department of Business Administration, National Cheng Kung University, Tainan, Taiwan – sequence: 2 givenname: Bou-Wen surname: Lin fullname: Lin, Bou-Wen organization: Institute of Technology Management, National Tsing Hua University, Taiwan |
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| References_xml | – reference: Sharfman, M.P. and Dean, J.W. (1991) Conceptualizing and measuring the organizational environment: a multidimensional approach. Journal of Management, 17, 4, 681-700. – reference: Cohen, W.M. and Levinthal, D.A. (1990) Absorptive capacity: a new perspective on learning and innovation. Administrative Science Quarterly, 35, 128-152. – reference: Chen, C. and Chuang, C. (2002) The determinants of knowledge transfer through strategic alliances. Journal of Technology Management(in Chinese), 7, 1, 37-60. – reference: Nonaka, I. and Takeuchi, H. (1995) The Knowledge-Creating Company. New York: Oxford University Press. – reference: Keats, B.W. and Hitt, M.A. (1988) A causal model of linkages among environmental dimensions, macro-organizational characteristics and performance. Academy of Management Journal, 31, 3, 570-598. – reference: Wong, P. (2000) Knowledge creation management: issues and challenges. Asia Pacific Journal of Management, 17, 193-200. – reference: Sveiby, K.E. (1997) The New Organizational Wealth: Managing and Measuring Knowledge-based Assets. San Francisco CA: Berrett-Koehler. – reference: Weick, K.E. (1979) The Social Psychology of Organizing, 2nd ed. Reading MA: Addison-Wesley. – reference: Pfeffer, J. and Nowack, P. (1976) Joint ventures and interorganizational interdependence. Administrative Science Quarterly, 21, 398-418. – reference: Barney, J.B. (1991) Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120. – reference: Matusik, S.F. and Hill, C.W.L. (1998) The utilization of contingent work, knowledge creation, and competitive advantage. Academy of Management Review, 23, 4, 680-697. – reference: Kogut, B. and Zander, U. (1992) Knowledge of the firm, combinative capabilities, and the replication of technology. Organization Science, 3, 3, 383-397. – reference: Nonaka, I. (1994) A dynamic theory of organizational knowledge creation. Organization Science, 5, 1, 14-37. – reference: Teece, D.J. (1998) Capturing value from knowledge assets: the new economy, markets for know-how, and intangible assets. California Management Review, 40, 3, 55-79. – reference: Gold, A.H., Malhotra, A. and Segars, A.H. (2001) Knowledge management: an organizational capabilities perspective. Journal of Management Information Systems, 18, 1, 185-214. – reference: Mowery, D.C., Oxley, J.E. and Silverman, B.S. (1996) Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17, 77-91. – reference: Nonaka, I. (1991) The knowledge-creating company. Harvard Business Review, November-December, 96-104. – reference: Teece, D.J., Pisano, G. and Shuen, A. (1997) Dynamic capabilities and strategic management. Strategic Management Journal, 18, 7, 509-533. – reference: Drucker, P. (1993) Post-Capitalist Society. London: Butterworth Heinemann. – reference: Simonin, B.L. (1999) Ambiguity and process of knowledge transfer in strategic alliances. Strategic Management Journal, 20, 595-623. – reference: Prahalad, C.K. and Hamel, G. (1990) The core competence of the corporation. Harvard Business Review, 68, 79-91. – reference: Anderson, J.R., Farrell, R. and Sauers, R. (1984) Learning to program in LISP. Cognitive Science, 8, 87-129. – reference: Quinn, J.B. (1992) Intelligent Enterprise: a Knowledge and Service based Paradigm for Industry. New York: Free Press. – reference: Zander, U. and Kogut, B. (1995) Knowledge and the speed of the transfer and imitation of organizational capabilities: an empirical test. Organization Science, 6, 76-92. – reference: Harari, O. (1997) Flood your organization with knowledge. Management Review, 86, 33-37. – reference: Huber, G.P. (1991) Organizational learning: the contributing processes and the literature. Organization Science, 2, 88-115. – reference: Stinchcombe, A.L. (1990) Information and Organizations. Berkeley CA: University of California Press. – reference: Nonaka, I. and Konno, N. (1998) The concept of 'Ba': building a foundation for knowledge creation. California Management Review, 40, 3, 40-54. – reference: Dess, G. and Beard, D. (1984) Dimensions of organizational task environments. Administrative Science Quarterly, 29, 52-73. – reference: Maturana, H.R. and Varela, F.J. (1980) Autopoiesis and Cognition: The Realization of the Living. Dordrecht: Reidel. – reference: Leonard-Barton, D. (1995) Wellsprings of Knowledge: Building and Sustaining the Source of Innovation. Boston MA: Harvard Business School Press. – reference: Chen, C. (2003) The effects of environment and partner characteristics on the choice of alliance forms. International Journal of Project Management, 21, 2, 115-124. – volume: 21 start-page: 115 issue: 2 year: 2003 end-page: 124 article-title: The effects of environment and partner characteristics on the choice of alliance forms publication-title: International Journal of Project Management – volume: 31 start-page: 570 issue: 3 year: 1988 end-page: 598 article-title: A causal model of linkages among environmental dimensions, macro‐organizational characteristics and performance publication-title: Academy of Management Journal – volume: 29 start-page: 52 year: 1984 end-page: 73 article-title: Dimensions of organizational task environments publication-title: Administrative Science Quarterly – volume: 86 start-page: 33 year: 1997 end-page: 37 article-title: Flood your organization with knowledge publication-title: Management Review – volume: 17 start-page: 99 year: 1991 end-page: 120 article-title: Firm resources and sustained competitive advantage publication-title: Journal of Management – year: 1989 – volume: 21 start-page: 398 year: 1976 end-page: 418 article-title: Joint ventures and interorganizational interdependence publication-title: Administrative Science Quarterly – volume: 68 start-page: 79 year: 1990 end-page: 91 article-title: The core competence of the corporation publication-title: Harvard Business Review – volume: 17 start-page: 681 issue: 4 year: 1991 end-page: 700 article-title: Conceptualizing and measuring the organizational environment publication-title: Journal of Management – year: 1979 – year: 1990 – year: 1992 – volume: 17 start-page: 193 year: 2000 end-page: 200 article-title: Knowledge creation management publication-title: Asia Pacific Journal of Management – start-page: 96 year: 1991 end-page: 104 article-title: The knowledge‐creating company publication-title: Harvard Business Review – volume: 40 start-page: 55 issue: 3 year: 1998 end-page: 79 article-title: Capturing value from knowledge assets publication-title: California Management Review 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