Session Details: Session 1026

Learning Within and Across Organizational Boundaries

Track D

Date: Wednesday, October 15, 2008

 

Time: 11:30 – 12:45

Paper

Room: Salon 24


Session Chair:
Pamela Barr, Georgia State University

Title: General Theory of Belief Formation and Organizational Learning

Authors

  • Teppo Felin, University of Oxford
  • Thorbjørn Knudsen, University of Southern Denmark

Abstract: In this paper we develop a general theory and model of nascent organizational learning; the emergence and formation of collective beliefs. We explicate how collective beliefs emerge as a result of three key social mechanisms: sorting, interacting, and selecting. Through computer simulations we show how these social mechanisms play a critical role in the emergence of collective beliefs and organizational learning. Our theory and model not only explicitly re-links individual beliefs and decisions with organizational learning and decision-making, but, our contribution is also in more fully explicating the enabling and constraining social context within which beliefs need to be actualized via nascent organizations.

Title: Knowledge Frames and Strategic Adaptation: A Temporal-Orientation Perspective

Authors

  • Tim Andrews, University of Strathclyde
  • Sara McGaughey, University of Strathclyde

Abstract: Observing that strategic management research originates from and reflects one end of a spectrum of psychological time variance, we explore the implications of this temporal bias for theorising and practice. Introducing a fundamental duality of psychological time based on future-time and present-time orientations, we argue that temporal bias affects the relevance of knowledge proffered in two main ways: the type of knowledge being disseminated, and the speed with which knowledge frames are produced, modified and transferred. Propositions that link temporal orientation and the speed of adaptation to frame-bending (i.e. incremental) and frame-breaking (i.e. discontinuous) change are offered. These initial propositions are extended to incorporate the effect of intra- and inter-national cultural distance on the transfer and consumption of knowledge frames (and associated practice).

Title: Mapping the Field: Knowledge Management in Strategic Alliances – A Review of The Last Two Decades of Empirical Research

Authors

  • Matthias Meier, Free University Berlin

Abstract: Knowledge-related processes and learning in alliances have gained much attention from both practitioners and scholars. However, up to now a systematic literature review structuring this emerging field is lacking. This paper aims at filling this gap, by reviewing the research on knowledge management in strategic alliances from the prior two decades. In doing so, this article provides a novel and unique framework, for mapping the field. Building on an organizational learning perspective, the main dimensions of the framework center on knowledge attributes, partner and partner relationships, environment and knowledge management processes. A more fine-grained subcategorization of these dimensions helps identifying focal points, tensions, blind spots and promising avenues for future research in the field of knowledge management in strategic alliances.

Title: Where to Find Innovative Ideas: Determinants of Boundary-Spanning Capacity

Authors

  • Bongsun Kim, Korea University Business School
  • Eonsoo Kim, Korea University
  • Pamela Barr, Georgia State University

Abstract: Where does an innovative idea come from? The activity to move beyond local search and to reconfigure the prior knowledge is called boundary-spanning exploration: internal boundary-spanning between different units but in a same organization, and external boundary-spanning between different organizations but in the same technology domain. What are the facilitating conditions for each type of boundary-spanning? In order to answer this question, we bring in the concept of absorptive capacity (ACAP). We argue that potential ACAP is a relatively more important issue in internal boundary-spanning while realized ACAP in external boundary-spanning. We suggest facilitating factors for internal boundary-spanning primarily through internal organizational mechanisms such as formal structure or incentive systems, while external boundary-spanning through network relations.

All Sessions in Track D...

Mon: 11:15 – 12:30
Session 1027: Knowledge Proximity and Knowledge Diffusion
Session 1029: Strategy Tools in the Knowledge-Based Economy
Mon: 15:30 – 16:45
Session 1030: The Emerging Strands of Research in Strategic Cognition
Mon: 17:00 – 18:15
Session 1028: Social and Institutional Issues in Strategic Management
Tue: 11:15 – 12:30
Session 1034: The Role of Decision-Making for Knowledge Management
Session 1117: SMS Emerging Scholar Award Recipient 2008 - Riitta Katila
Tue: 14:30 – 15:45
Session 1031: Organizational Structure and Performance
Wed: 11:30 – 12:45
Session 1026: Learning Within and Across Organizational Boundaries


Strategic Management Society

Cologne Conference