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Knowledge Management (knowledge + management)
Terms modified by Knowledge Management Selected AbstractsOUTSOURCING AS SEEN FROM THE PERSPECTIVE OF KNOWLEDGE MANAGEMENTJOURNAL OF SUPPLY CHAIN MANAGEMENT, Issue 3 2010OSCAR F. BUSTINZA This article analyzes outsourcing from a knowledge-based perspective. We investigate how knowledge as an organizational resource and the capabilities to manage this knowledge affect the benefits of outsourcing. Our results indicate that the nature of the knowledge of the outsourced activity affects the success of outsourcing. We also analyze the way in which collaborative know-how (as a knowledge resource) and learning capability (as an organizational capability) affect outsourcing benefits. We then test the validity of this hypothesis by surveying organizations from the service sector. The results of the empirical study provide strong support for our assertion that knowledge management affects the results of outsourcing decisions. [source] Knowledge Spillovers and Knowledge Management , Charlie Karlsson, Per Flensburg and Sven-Ake HörteCREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2006Jeroen Kraaijenbrink No abstract is available for this article. [source] Innovation and Knowledge Management: The Long ViewCREATIVITY AND INNOVATION MANAGEMENT, Issue 3 2001Michael Lester The challenge of the e,Economy is one of technological change and the innovation process affords insights into how this new knowledge can be harnessed across the economy to increase productivity and generate wealth. The conceptual framework for this paper is National Systems of Innovation (NSI) as applied to Australia Edquist (1997); Freeman (1995). NSI allows us to take a holistic view of innovation that realistically blends technology with institutional elements, particularly including issues of collaboration. Taking a Long View (Schwartz (1991), that is, looking back on the legacy of experience with the innovation process, will also facilitate looking forward strategically from Australia's current practices, and to speculate on the prospects. This paper illustrates selectively and not comprehensively, from my own direct experience, the evolution of innovation policies in Australia and speculates on their implications for collaboration in the e,Economy by drawing on selected case studies in Research and Development, Industry and Trade, and the e,Economy. It also draws upon work for my doctorate in knowledge management at the University of Technology. The selection and synthesis of theory inevitably also reflect, however idiosyncratically, my academic training in engineering, politics and economics. [source] Knowledge Management for Materials Processing,ADVANCED ENGINEERING MATERIALS, Issue 1-2 2005W. Rentzsch Manufacturing knowledge is often embedded in the minds of different experts or is not effectively shared between manufacturing stages. Many companies are therefore running the risk of missing or loosing critical information. This study discusses the concept of "knowledge maps" to document the interactions between all stages of the manufacturing process and all product attributes. Potential applications of knowledge maps in manufacturing are discussed and explored in a detailed case study. [source] Meta-review of knowledge management and intellectual capital literature: citation impact and research productivity rankingsKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2004Alexander Serenko The objective of this study is to conduct a meta-review analysis of the knowledge management and intellectual capital literatures by investigating research productivity and conducting a citation analysis of individuals, institutions, and countries. The meta-analysis focuses on the three leading peer-reviewed, refereed journals in this area: Journal of Intellectual Capital, Journal of Knowledge Management, and Knowledge and Process Management. Results indicate that research productivity is exploding and that there are several leading authors and foundation publications that are referenced regularly. Copyright © 2004 John Wiley & Sons, Ltd. [source] A blueprint for the implementation of process-oriented knowledge managementKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 4 2003Ulrich Remus Process-oriented Knowledge Management aims at the integration of business processes and knowledge management. In order to provide knowledge for value adding activities within the business processes KM instruments and KM systems have to be adapted to business and knowledge processes. In detail, KM instruments such as content management, skill management, lessons learned, and communities have to be assigned to KM activities and processes. Models and patterns that describe generic pKM processes can build a blueprint for the implementation and support the stepwise integration of business processes into the knowledge life cycle. The introduction of a pKM becomes more efficient, as the flexibility is increased and the complexity is reduced. In this paper the authors show the essential elements of a blueprint developed during the implementation of a pKM in a large transaction bank. The blueprint describes the essential knowledge structures, activities, processes and instruments on different layers of abstraction in the context of a continuous knowledge life cycle. Copyright © 2003 John Wiley & Sons, Ltd. [source] Knowledge management in the AEC sector: an exploration of the mergers and acquisitions contextKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2002Patricia Carrillo Knowledge Management (KM) is a relatively new terminology within the architecture, engineering and construction (AEC) industry, although certain aspects have always been practised within the industry. This paper conducts an exploratory study of how mergers and acquisitions affect knowledge management initiatives. The paper introduces the CLEVER conceptual framework that was developed at Loughborough University, UK. The conceptual framework is used to formulate the key aspects organizations should consider when implementing knowledge management initiatives. The paper presents case studies of AEC organizations that have recently undergone mergers and acquisitions. The case studies demonstrate what these companies are doing in terms of knowledge management, especially to collate and deploy the bodies of knowledge held in the hitherto separate organizations, to enhance their competitive advantage. The paper concludes by providing guidelines for companies to consider in developing knowledge management initiatives to cope with structural changes at an operational level. Copyright © 2002 John Wiley & Sons, Ltd. [source] Anatomy of a failed knowledge management initiative: lessons from PharmaCorp's experiencesKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2002Ashley Braganza On a sunny morning in July 1999, Samuel Parsons, Head of Knowledge Management at PharmaCorp, convened his regular Monday team meeting. He looked stressed. After dealing with a couple of administrative issues he said: ,Last Friday evening I was informed that Wilco Smith, Head of Pharma Global Order Handling Services, no longer wants knowledge management. His only question now is how to off-board the knowledge management staff.' Thus came to an end a three-year initiative that at the outset was considered to be ,the knowledge management showcase for the firm'. This paper is for managers who have an interest in operationalizing knowledge and want to avoid the traps others have fallen into. It examines the case of PharmaCorp, a global organization and one of the largest in its industry. The case provides managers with five key lessons. First, manage knowledge interdependencies across communities of practice; second, contextualize knowledge within natural groups of activities; third, avoid an over-emphasis on explicit knowledge; fourth, let knowledge management recipients determine tacit and explicit knowledge; and fifth, manage the input from external consultants. Copyright © 2002 John Wiley & Sons, Ltd. [source] A critique of knowledge management: using a social constructionist modelNEW TECHNOLOGY, WORK AND EMPLOYMENT, Issue 2 2000Rodney McAdam There is a increasing interest in the area of knowledge management. Few studies exist which are holistic and seek to cover knowledge management as an emerging paradigm which embraces both theory and practice. This article describes such a study, throughout the article a critical perspective is adopted and applied to Knowledge Management. [source] On Organizational Learning and Knowledge ManagementBRITISH JOURNAL OF MANAGEMENT, Issue S1 2004Stephen Gourlay No abstract is available for this article. [source] From Global Knowledge Management to Internal Electronic Fences: Contradictory Outcomes of Intranet DevelopmentBRITISH JOURNAL OF MANAGEMENT, Issue 2 2001Sue Newell This paper considers the adoption of intranet technology as a vehicle for encouraging organization-wide knowledge sharing within a large, global bank. Ironically, the outcome of intranet adoption was that, rather than integrate individuals across this particular organization, the intranet actually helped to reinforce the existing functional and national boundaries with ,electronic fences'. This could be partly explained by the historical emphasis on decentralization within the bank, which shaped and limited the use of the intranet as a centralizing, organization-wide tool. This is possible because the intranet can be described as an interactive and decentred technology, which therefore has the potential for multiple interpretations and effects. Thus, while the intranet is often promoted as a technology that enables processes of communication, collaboration and social coordination it also has the potential to disable such processes. Moreover, it is argued that to develop an intranet for knowledge-sharing requires a focus on three distinctive facets of development. These different facets may require very different, sometimes contradictory, sets of strategies for blending the technology and the organization, thus making it extremely difficult for a project team to work effectively on all three facets simultaneously. This was evidenced by the fact that none of the independent intranet-implementation projects considered actually managed to encourage knowledge-sharing as intended, even within the relatively homogeneous group for which it was designed. Broader knowledge-sharing across the wider organizational context simply did not occur even among those who were working on what were defined as ,knowledge management' projects. A paradox is that knowledge-sharing via intranet technologies may be most difficult to achieve in contexts where knowledge management is the key objective. [source] Explaining the Diffusion of Knowledge Management: The Role of FashionBRITISH JOURNAL OF MANAGEMENT, Issue 1 2001Harry Scarbrough This paper provides evidence on the emergence and diffusion of the discourse of knowledge management. A literature review of the knowledge management and learning organization literatures demonstrates the lack of learning from one discourse to another and major differences in the concerns and issues that they address. At the same time, evidence on the level of interest in each discourse shows a tendency towards a normal curve distribution. Analytically, these findings suggest that the widespread diffusion of knowledge management might be explained in terms of the management fashion model. However, further consideration of the professionally-differentiated appropriation of knowledge management concepts by the information systems and human resource communities suggests that the fashion model provides only a partial explanation for the observed diffusion of knowledge management. [source] Hot Topics: Knowledge Management , A Practice Still Defining ItselfBULLETIN OF THE AMERICAN SOCIETY FOR INFORMATION SCIENCE & TECHNOLOGY (ELECTRONIC), Issue 3 2002Claire McInerney [source] DIPKIP: A CONNECTIONIST KNOWLEDGE MANAGEMENT SYSTEM TO IDENTIFY KNOWLEDGE DEFICITS IN PRACTICAL CASESCOMPUTATIONAL INTELLIGENCE, Issue 1 2010Álvaro Herrero This study presents a novel, multidisciplinary research project entitled DIPKIP (data acquisition, intelligent processing, knowledge identification and proposal), which is a Knowledge Management (KM) system that profiles the KM status of a company. Qualitative data is fed into the system that allows it not only to assess the KM situation in the company in a straightforward and intuitive manner, but also to propose corrective actions to improve that situation. DIPKIP is based on four separate steps. An initial "Data Acquisition" step, in which key data is captured, is followed by an "Intelligent Processing" step, using neural projection architectures. Subsequently, the "Knowledge Identification" step catalogues the company into three categories, which define a set of possible theoretical strategic knowledge situations: knowledge deficit, partial knowledge deficit, and no knowledge deficit. Finally, a "Proposal" step is performed, in which the "knowledge processes",creation/acquisition, transference/distribution, and putting into practice/updating,are appraised to arrive at a coherent recommendation. The knowledge updating process (increasing the knowledge held and removing obsolete knowledge) is in itself a novel contribution. DIPKIP may be applied as a decision support system, which, under the supervision of a KM expert, can provide useful and practical proposals to senior management for the improvement of KM, leading to flexibility, cost savings, and greater competitiveness. The research also analyses the future for powerful neural projection models in the emerging field of KM by reviewing a variety of robust unsupervised projection architectures, all of which are used to visualize the intrinsic structure of high-dimensional data sets. The main projection architecture in this research, known as Cooperative Maximum-Likelihood Hebbian Learning (CMLHL), manages to capture a degree of KM topological ordering based on the application of cooperative lateral connections. The results of two real-life case studies in very different industrial sectors corroborated the relevance and viability of the DIPKIP system and the concepts upon which it is founded. [source] Embedding knowledge management in the NHS south-west: pragmatic first steps for a practical conceptHEALTH INFORMATION & LIBRARIES JOURNAL, Issue 2 2003Caroline Plaice Knowledge management, like clinical governance, is a practical science. Clinical governance, with its emphasis on creating an environment where clinical quality is monitored and acted upon, is one of the foundation stones of the new National Health Service (NHS). Both knowledge management and clinical governance need to share the same criteria in order to operate. Using these two pragmatic concepts and the premise of a practical approach, this article seeks to identify the drivers for knowledge management in the NHS, highlight national initiatives and focus on the steps libraries in the south-west of England have taken to make knowledge management a reality. In so doing, the central role of the library and information service has been reinforced and embedded and librarians have been recognized for their real worth to their organizations. [source] Knowledge management in enterprises: a research agendaINTELLIGENT SYSTEMS IN ACCOUNTING, FINANCE & MANAGEMENT, Issue 1 2005Konstantinos Ergazakis Knowledge management (KM) is an emerging area, which is gaining interest by both enterprises and academics. The effective implementation of a KM strategy is considering as a ,must' and as a precondition of success for contemporary enterprises, as they enter the era of the knowledge economy. However, the field of KM has been slow in formulating a universally accepted methodology, due to the many pending issues that have to be addressed. This paper attempts to propose a novel taxonomy for KM research by co-instantaneously presenting the current status with some major themes of KM research. The discussion presented on these issues should be of value to researchers and practitioners. Copyright © 2005 John Wiley & Sons, Ltd. [source] Improving the implementation of evidence-based practice: a knowledge management perspectiveJOURNAL OF EVALUATION IN CLINICAL PRACTICE, Issue 3 2006John Sandars MSc FRCGP MRCP CertEd Abstract Experience of knowledge management initiatives in non-health care organizations can offer useful insights, and strategies, to implement evidence-based practice in health care. Knowledge management offers a structured process for the generation, storage, distribution and application of knowledge in organizations. This includes both tacit knowledge (personal experience) and explicit knowledge (evidence). Communities of practice are a key component of knowledge management and have been recognized to be essential for the implementation of change in organizations. It is within communities of practice that tacit knowledge is actively integrated with explicit knowledge. Organizational factors that limit the development of knowledge management, including communities of practice, in non-health care organizations need to be overcome if the potential is to be achieved within health care. [source] Knowledge management in secondary care: a case studyKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2010Krystin Zigan The purpose of this research is to analyse the knowledge management activities of a university hospital and to examine what impact contextual factors have on these activities. For this research, a case study approach was chosen, encompassing 22 semi-structured interviews with managers and front-line staff from different organisational levels. The findings describe how at the top management level, knowledge management activities were neglected while at departmental level, such activities were purposefully undertaken. This suggests that knowledge management activities can be effectively implemented at departmental level without having the support and strategic objective of the top management of the hospital. The findings further show that factors, such as the effective utilisation of other intangible resources, such as social capital, highly contribute to the effectiveness of knowledge management activities. The paper shows some limitations due to the qualitative nature of the research with regard to sample size and the subjectivity of the interpretations. The paper proposes that knowledge management activities can be implemented in organisations, when having the right attitude of staff who support its implementation. The paper enhances the understanding of the meaning of knowledge management in the context of healthcare organisations. The paper further provides insights into contextual factors that influence the success of knowledge management initiatives. Copyright © 2010 John Wiley & Sons, Ltd. [source] Knowledge management for corporate entrepreneurship and growth: a case studyKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2008Fátima Guadamillas This study presents a case of corporate entrepreneurship analyzed from a Knowledge-based perspective as an extension of the Resource-based View (RBV) of the firm. This approach proposes that the development of knowledge can underpin the growth of the firm through corporate entrepreneurship. Following this perspective, we analyze the way an established firm uses resources and capabilities, especially its accumulated knowledge, as a foundation on which to develop a growth strategy through diversification to related businesses in the fields of electronics and Information Technology (IT). Moreover, we identify some of the most important factors contributing to the success of this strategy, such as the internal development and integration of relevant technological knowledge, human resources (HR) policies, organizational flexibility, knowledge management tools based on IT, and purchase of companies and cooperation agreements for the acquisition of external knowledge. Copyright © 2008 John Wiley & Sons, Ltd. [source] Knowledge management in the US armyKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 4 2003Anthony Lausin Knowledge management has long been a staple activity of the United States Army. While there is a tendency to describe the US Army's knowledge management activities as a phenomenon made possible by technology, in fact knowledge management in the US Army is as old as the US Army itself. Drawing on secondary sources and personal experiences, the goal of this paper is to discuss the US Army knowledge management from the perspective of the US Army's organizational structure. We postulate that much can be learnt from how the US Army organizes for effective and efficient knowledge management. Copyright © 2003 John Wiley & Sons, Ltd. [source] Knowledge management in the professional organization: a model with application to CMG software testingKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2003Cesanne Kerkhof Knowledge and the management of knowledge are recognized as becoming more important to modern organizations. Unfortunately, modern literature is not clear on the ways to implement knowledge management in practice. This article presents a model for this purpose, dedicated to professional organizations. Present theories about knowledge, learning organizations and knowledge transfer form the basis of the model. The model is applied to CMG Software Testing. Copyright © 2003 John Wiley & Sons, Ltd. [source] Knowledge management in the AEC sector: an exploration of the mergers and acquisitions contextKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2002Patricia Carrillo Knowledge Management (KM) is a relatively new terminology within the architecture, engineering and construction (AEC) industry, although certain aspects have always been practised within the industry. This paper conducts an exploratory study of how mergers and acquisitions affect knowledge management initiatives. The paper introduces the CLEVER conceptual framework that was developed at Loughborough University, UK. The conceptual framework is used to formulate the key aspects organizations should consider when implementing knowledge management initiatives. The paper presents case studies of AEC organizations that have recently undergone mergers and acquisitions. The case studies demonstrate what these companies are doing in terms of knowledge management, especially to collate and deploy the bodies of knowledge held in the hitherto separate organizations, to enhance their competitive advantage. The paper concludes by providing guidelines for companies to consider in developing knowledge management initiatives to cope with structural changes at an operational level. Copyright © 2002 John Wiley & Sons, Ltd. [source] Knowledge management in international mergersKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 2 2002Frits D. J. Grotenhuis This paper discusses the need for knowledge management in mergers and acquisitions. In mergers and acquisitions two cultures are combined, and also two systems of knowledge and insights are integrated. In order to develop and sustain competitive advantages for the knowledge-intensive firm, strategic management should enable the development and sharing of new knowledge and other resources. However, a number of factors make knowledge management a highly fragile process. This paper discusses some preliminary findings, indicating directions for future research regarding factors that play a role in knowledge creation, and the roles for knowledge enablers in facilitating this process of knowledge creation. Copyright © 2002 John Wiley & Sons, Ltd. [source] Knowledge management and decision support for electrical power utilitiesKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 4 2001G. M. West This paper describes a case study for a knowledge management project carried out in conjunction with two major UK electrical utilities. The focus of the work is on the design of protection schemes for electrical power transmission systems. A brief overview is provided of the traditional protection system design processes implemented within both companies and the associated shortcomings relating to the management of the data, information and knowledge throughout this process. The development of the Design Engineering Knowledge Application System (DEKAS), designed to address the knowledge management issues within both companies, is described, and the perceived benefits this system offers the existing protection design and application process of each company will be discussed. Copyright © 2001 John Wiley & Sons, Ltd. [source] Organizational learning through knowledge workers and infomediariesNEW DIRECTIONS FOR HIGHER EDUCATION, Issue 131 2005John Milam Knowledge management is defined and compared to information management and the institutional research function. In order to promote learning, new tools such as learning histories are needed, mistakes must be valued, and dissatisfaction recognized as part of the learning process. [source] Knowledge management and communities of practice in the private sector: lessons for modernizing the National Health Service in England and WalesPUBLIC ADMINISTRATION, Issue 4 2002S.P. Bate The National Health Service (NHS) in England and Wales has embarked upon a radical and far,reaching programme of change and reform. However, to date the results of organizational quality and service improvement initiatives in the public sector have been mixed, if not to say disappointing, with anticipated gains often failing to materialize or to be sustained in the longer term. This paper draws on the authors' recent extensive research into one of the principal methodologies for bringing about the sought after step change in the quality of health care in England and Wales. It explores how private sector knowledge management (KM) concepts and practices might contribute to the further development of public sector quality improvement initiatives in general and to the reform of the NHS in particular. Our analysis suggests there have been a number of problems and challenges in practice, not least a considerable naïvety around the issue of knowledge transfer and ,knowledge into practice' within health care organizations. We suggest four broad areas for possible development which also have important implications for other public sector organizations. [source] Chi and Organizational Creativity: A Case Study of Three Taiwanese Computer FirmsCREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2003Jon-Chao Hong The mechanisms of knowledge management include knowledge sharing, knowledge transformation and knowledge accumulation. In the corporate context, knowledge creation is of utmost importance for the promotion of competition within an organization. Knowledge creation in business corporations is most frequently done through sharing knowledge between members of a team. Therefore, how to promote the flow of ,Chi' in an organization to ensure the effectiveness of knowledge sharing becomes the key to successful knowledge creation. Moreover, to create and maintain ,Chi', a holonic working environment has to be created so that the result of knowledge sharing can be enhanced. This paper illustrates the effectiveness of the knowledge-sharing practices of three computer-manufacturing companies from the perspective of working environment design and knowledge-sharing mechanism. Through comparison, this paper will identify some good practices for the enhancement of organizational creativity. [source] Innovation and Knowledge Management: The Long ViewCREATIVITY AND INNOVATION MANAGEMENT, Issue 3 2001Michael Lester The challenge of the e,Economy is one of technological change and the innovation process affords insights into how this new knowledge can be harnessed across the economy to increase productivity and generate wealth. The conceptual framework for this paper is National Systems of Innovation (NSI) as applied to Australia Edquist (1997); Freeman (1995). NSI allows us to take a holistic view of innovation that realistically blends technology with institutional elements, particularly including issues of collaboration. Taking a Long View (Schwartz (1991), that is, looking back on the legacy of experience with the innovation process, will also facilitate looking forward strategically from Australia's current practices, and to speculate on the prospects. This paper illustrates selectively and not comprehensively, from my own direct experience, the evolution of innovation policies in Australia and speculates on their implications for collaboration in the e,Economy by drawing on selected case studies in Research and Development, Industry and Trade, and the e,Economy. It also draws upon work for my doctorate in knowledge management at the University of Technology. The selection and synthesis of theory inevitably also reflect, however idiosyncratically, my academic training in engineering, politics and economics. [source] Knowledge Life Cycle, Knowledge Inventory, and Knowledge Acquisition Strategies,DECISION SCIENCES, Issue 1 2010Andrew N. K. Chen ABSTRACT For a knowledge- and skill-centric organization, the process of knowledge management encompasses three important and closely related elements: (i) task assignments, (ii) knowledge acquisition through training, and (iii) maintaining a proper level of knowledge inventory among the existing workforce. Trade-off on choices between profit maximization in the short run and agility and flexibility in the long term is a vexing problem in knowledge management. In this study, we examine the effects of different training strategies on short-term operational efficiency and long-term workforce flexibility. We address our research objective by developing a computational model for task and training assignment in a dynamic knowledge environment consisting of multiple distinct knowledge dimensions. Overall, we find that organizational slack is an important variable in determining the effectiveness of training strategies. Training strategies focused on the most recent skills are found to be the preferred option in most of the considered scenarios. Interestingly, increased efficiencies in training can actually create preference conflict between employees and the firm. Our findings indicate that firms facing longer knowledge life cycles, higher slack in workforce capacity, and better training efficiencies actually face more difficult challenges in knowledge management. [source] Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology AdoptionDECISION SCIENCES, Issue 2 2003Amy C. Edmondson ABSTRACT This paper examines effects of tacit and codified knowledge on performance improvement as organizations gain experience with a new technology. We draw from knowledge management and learning curve research to predict improvement rate heterogeneity across organizations. We first note that the same technology can present opportunities for improvement along more than one dimension, such as efficiency and breadth of use. We compare improvement for two dimensions: one in which the acquisition of codified knowledge leads to improvement and another in which improvement requires tacit knowledge. We hypothesize that improvement rates across organizations will be more heterogeneous for dimensions of performance that rely on tacit knowledge than for those that rely on codified knowledge (H1), and that group membership stability predicts improvement rates for dimensions relying on tacit knowledge (H2). We further hypothesize that when performance relies on codified knowledge, later adopters should improve more quickly than earlier adopters (H3). All three hypotheses are supported in a study of 15 hospitals learning to use a new surgical technology. Implications for theory and practice are discussed. [source] | |||||||||||||||||||||||||