The Consolations of Organization Theory

The call for greater relevance in management research leads us to examine the remedies offered by organization theory to organizational problems. In contrast to Starkey and Madan (2001), we argue that research engagement with other academic disciplines helps produce broadly useful knowledge. Installing practitioners in central places in the research process may focus research on short-run rather than deep-seated processes. We illustrate the relevance of organization theory through two examples of how apparently esoteric knowledge (produced through cross-disciplinary collaboration) can have surprising application. First we show how the social network perspective proved useful in rescuing a manager from the perils of unpopularity. Second, we show how deconstruction can uncover the institutionalized routines that disempower managers and workers. Neither the management training centers nor the web-based learning initiatives admired by Starkey and Madan are likely to deliver insights that address deep-seated processes of change within society. Collaboration with academics across the university can further our goals of research relevant to practitioners.     

Knowledge generation and governance in management research

We consider how historical developments led to an emphasis on positivistic research approaches in business schools, and we explain how alternative assumptions could be the basis for academic management knowledge. We then discuss the governance structures journals use to determine which articles to publish and how reviewer motivations may influence these processes. Given this academic research and publishing context, we argue that it is not surprising that management research relevant for management practice receives little support. We propose changes to encourage more innovative research that offers stronger ties between management research and practice.     

Intermediaries in the relevance-gap debate: A systematic review of consulting roles

A highly contested issue in management science is its relevance to practice. Despite third parties’ potentially significant role in changing the interaction between divided parties, the long-standing literature on the relevance gap has paid third parties little systematic attention. Drawing on a boundary-spanning perspective, and the concept of brokerage in particular, we review how the consultant role is discussed as an intermediary third party between management science and management practice. Based on a systematic literature review of 133 articles, we identify different intermediary consultant roles linking management science to management practice. Our findings detail how the practices associated with intermediary consultant roles performed by academics or practitioners relate to several key relevance criteria, how management knowledge flows when including intermediaries and how intermediaries in different roles relate to different audiences. Based on the findings, we develop a third-party model of intermediary consultant roles and knowledge flows. The model indicates the theoretical significance of third parties in shaping the interaction and knowledge flows between management science and management practice and has theoretical implications for understanding the persistence of the relevance gap. Regarding practical implications, we suggest how management scientists could target third parties as new key practitioner audiences. Considering third parties, and thus moving away from a two-party view, opens up promising directions for further research on the roles and role shifts of various intermediary actors and on how different intermediary audiences may appreciate different types of academic knowledge.     

Knowledge Management for the Entrepreneurial Venture

We synthesize research from operations management, entrepreneurship, organizational science, and strategy to investigate the performance‐enhancing benefits of knowledge management activities throughout the entrepreneurial process of a high‐tech venture from idea conception to commercialization. We adopt a dynamic learning perspective of entrepreneurship to understand how knowledge management activities change throughout four phases of the venture's life cycle. We introduce a framework that identifies a set of knowledge‐based capabilities that enhance the entrepreneurial venture's success. In the context of the first phase, we discuss knowledge as a key driver of entrepreneurial alertness and creativity, both of which impact the quality and quantity of opportunities and innovations discovered. Second, we describe how knowledge enables the entrepreneur to make decisions under uncertainty such as determining which opportunity to pursue. For Phase 3 of the life cycle, we explore the challenges of managing knowledge during the development of the product or technology including the trade‐off between exploration and exploitation. In the final phase, we explore how knowledge impacts the market entry decision, survival, and the value captured at commercialization. We conclude the article with suggestions for future research.     

创新中的组织搜索:概念的重新架构

系统地回顾了2000年以来创新领域关于组织搜索的文献。主要解决2个问题:①组织搜索产生混乱的原因是什么?②怎样才能澄清这些混乱,减少研究中的模糊性?为了回答这2个问题,利用搜索广度和搜索深度2个不同的搜索方向对组织搜索建立了分类模型,发现产生混乱的根本原因在于对搜索广度范围的界定,以及与搜索深度的平衡路径存在不一致。针对以上2个问题,首先从知识类型和知识距离2个维度,提出了多维跨界搜索的概念;然后提出了一个演化式搜索的整合框架,为搜索广度和搜索深度的平衡提供具体的实现路径。旨在协调和整合现有研究中存在的不一致,并为将来的研究提供建议,同时对企业的实践活动提供指导。     

THE MESSENGER BIAS: A RELATIONAL MODEL OF KNOWLEDGE VALUATION

How do managers value the knowledge that they encounter in organizations? A rational perspective assumes that managers carefully and accurately cull the best knowledge from their environments, while a random model situates managers in a chaotic organization, filled with preferences and solutions that are temporally matched. This paper develops a third view, a relational perspective, which describes how social relationships between knowledge messengers and knowledge receivers affect the way that managers evaluate new knowledge. We begin by focusing on two key dimensions of relational perception: social identification and threat appraisals. We then use these dimensions to derive a typology of six “relational schemas” that are commonly perceived between knowledge messengers and knowledge receivers at work. Next, we reveal how, holding knowledge content constant, these relational schemas bias the ways in which managers evaluate new knowledge. While network research demonstrates that relationships determine which knowledge managers see, this paper demonstrates that these relationships also have psychological implications by affecting how managers evaluate the knowledge that they see.     

Making and Mending your Nets: Managing Relevance, Participation and Uncertainty in Academic–Practitioner Knowledge Networks

Making and mending your nets is concerned to examine, from an actor–network theory perspective, how the relevance debate concerning research and teaching is a significant non‐human actor in the development and management of industry–academic networks associated with UK business schools. By significant, we do not imply the most important because it is only one of many human and non‐human actors that may arouse interest, be problematized, enrolled and/or mobilized for such networks to become ‘obligatory passage points’ and ultimately irreversible collective assemblies. The paper then utilizes actor–network theory as a framework for examining our primary empirical research on academic–practitioner knowledge networks – nets that require a continuous making and mending in managing relevance, participation and uncertainty. We argue that the actor–network framework is more compatible than alternative knowledge diffusion or transfer models with the data we have collected on academic–practitioner knowledge networks in the UK. In accounting for the dynamic instability and precariousness of knowledge networks, it avoids raising false expectations about business knowledge and its relevance or effectiveness. If knowledge in the physical sciences and engineering unfolds slowly and unevenly in the face of many disputes, disruptions and setbacks, as actor–network theory has claimed, then how much more likely is this to be the case in the social sciences? Consequently there should be no expectations of one‐to‐one, direct causal chains between knowledge production and application, as some business school critics seemingly demand.     

企业跨部门心理安全、知识分享与组织绩效间关系的实证研究

知识分享是组织学习研究领域中的一个热点话题,本研究旨在探讨跨部门心理安全对组织内部知识分享以及组织绩效的影响机制。本文实证研究发现,组织跨部门心理安全与组织知识分享、组织绩效之间均存在"倒U"关系,而知识分享会对组织绩效的提升产生正向影响,知识分享在跨部门心理安全对组织绩效的作用中扮演中介角色。研究发现有助于加深我们对跨部门心理安全与组织知识分享、组织绩效间作用关系的深入了解,为企业管理实践提供有益的借鉴和启示。     

基于Rough Sets理论的证据获取与合成方法

证据理论是处理不确定性问题的有力工具,它处理的证据来源于专家.专家的知识经验是有限的,获取较困难,且可能存在一定的主观性.针对上述问题,提出了一种基于粗糙集理论的证据获取的新方法,并对证据合成和应用进行了研究.首先研究了大型决策表分解问题.利用粗糙集理论分析条件属性间的依赖关系,对条件属性集进行聚类,形成多个条件属性集相对独立的子决策表;其次对各子决策表进行分析,利用粗糙集的分类思想和隶属度概念,计算证据的基本可信度分配;最后文章对证据的合成及其在决策分析中的应用进行了研究,提出了相应的解决方法.     

Loner or team player: How firms allocate orchestrator tasks amongst ecosystem actors

Ecosystems have become a major trend in research and practice alike. Within an ecosystem, the so-called orchestrator is considered to be one of the most important roles. However, extant research falls short of explaining how and why this orchestrator role and the resulting tasks of orchestration are allocated to specific ecosystem members. Based on a case study with eight cases, this paper aims to shed light on this crucial question. Our results revealed three basic patterns of ecosystem orchestration: single-, double-, and multi-orchestration ecosystems. These were determined by two key contingencies: production related knowledge and consumption related knowledge. This discovery yields several contributions to research and managerial practice. We show whether, and under which circumstances, orchestrators might include other ecosystem participants in the key tasks of orchestration. We demonstrate how orchestrators allocate these tasks to specific participants in the ecosystem. Furthermore, our results shed light on how orchestrators manage their ecosystem partners and secure their position within the ecosystem. And finally, we introduce a new view on the role of the orchestrator.     

Dangerous Knowledge: The Political,Personal, and Epistemological Promise of Feminist Research in Management and Organization Studies

Feminism is a theoretical perspective and social movement that seeks to reduce, and ultimately eradicate, sexist inequality and oppression. Yet feminist research remains marginal in the most prestigious management and organization studies (MOS) journals, as defined by the Financial Times 50 (FT50) list. Based on a review of how feminism is framed in these journals (1990–2018), we identify three overlapping categories of how feminism is represented: (i) as a conceptual resource which is used to address specific topics; (ii) as an empirical category associated with the study of specific types of organization or organizing practice; and, rarely, (iii) as a methodology for producing knowledge. While feminist knowledge exists beyond these parameters, such as in the journal Gender, Work & Organization, we suggest that the relative absence of explicitly feminist scholarship in the most prestigious MOS journals reflects an epistemic oppression which arises from the threat that feminism presents to established ways of knowing. Drawing on Sara Ahmed's work, we use the ‘sweaty concept’ of dangerous knowledge to show how feminism positions knowledge as personal, introducing a radical form of researcher subjectivity which relies on the acknowledgment of uncertainty. We conclude by calling for the epistemic oppression of feminist scholarship to be recognized and redressed so the potential of feminism as a way of knowing about organizations and management can be realized. This, we argue, would enable feminist research praxis in MOS to develop as an alternative location of, in bell hooks' term, healing that challenges the main/malestream.     

Knowledge Management in Strategic Alliances: A Review of Empirical Evidence

Knowledge‐related and organizational learning processes in alliances have received much attention throughout the last 25 years. The field has generated a rapidly growing body of empirical evidence on how knowledge is managed in alliances. However, the sphere is highly complex, fragmented, incoherent, and heterogeneous in terms of the theoretical approaches applied. This paper presents an integrative and organizing framework for the empirical literature on knowledge management in strategic alliances. It illustrates how the knowledge management outcomes of knowledge creation, transfer and application are determined by four distinct sets of factors: knowledge characteristics, partner characteristics, partner interaction, and active knowledge management. Based on this framework, this review analyses and integrates empirical evidence in order to identify where findings converge and where results conflict. So far, research has focused strongly on singular interrelations between these four sets of factors and the transfer of knowledge. Conversely, the questions of how knowledge is created, retained, retrieved and applied and how the interplay of the different factors affects knowledge management in strategic alliances remain widely unexplored. The review concludes with a summary of the current state of the art in empirical research and discusses some promising avenues for future investigation.     

When in Rome: Intercultural learning and implications for training

Learning requires acquiring and using knowledge. How do individuals acquire knowledge of another culture? How do they use this knowledge in order to operate proficiently in a new cultural setting? What kinds of training would foster intercultural learning? These questions have been addressed in many literatures of applied and basic research, featuring disparate concepts, methods and measures. In this paper, we review the insights from these different literatures. We note parallels among findings of survey research on immigrants, expatriate managers, and exchange students. We also draw on experiment-based research on learning to propose the cognitive processes involved in intercultural learning. In the first section, we focus on acquiring cultural knowledge, reviewing longstanding literatures on immigrant acculturation and expatriate adjustment investigating antecedents of intercultural adjustment and performance. In the second section, we focus on displaying proficiency, examining how newcomers to a cultural setting deploy their knowledge of it in order to adjust their behavior and judgments. We draw upon findings about individual differences and situational conditions that predict performance to suggest training for optimal use of cultural knowledge by adapting behaviors and judgments according to situational factors.     

Local and Global Knowledge Complementarity: R&D Collaborations and Innovation of Foreign and Domestic Firms

We analyze how research and development (R&D) collaborations affect product innovation for subsidiaries of foreign multinational firms and domestic firms. We build on the knowledge-based view to propose that subsidiaries and domestic firms differ in their ability to benefit from alternative R&D partners as a result of the variation in their knowledge complementarities. Specifically, we propose that subsidiaries may benefit more from undertaking R&D collaborations with customers and competitors, whose deeper knowledge of local conditions better complements the more global knowledge base of subsidiaries. In contrast, we argue that domestic firms may benefit more from engaging in R&D collaborations with suppliers and universities, whose more global nature of knowledge better complement the deeper local knowledge base of domestic firms.     

In search of rigor, relevance, and legitimacy: what drives the impact of publications?

In this study, we introduce the concept of legitimacy to the rigor-relevance debate and investigate empirically how rigor, relevance, and legitimacy are related to the process of knowledge dissemination within a research field. We argue that this analysis has been a missing piece in the debate on rigor and relevance when institutional logics about what constitutes both elements lead researchers to act according to what they perceive to be appropriate behavior in the research field. We draw on insights from the micro and macro levels of institutional theory to show how researchers aiming to bestow legitimacy on their own work conform to these “rules of the game”. Using meta-analytical techniques, we focus on the field of strategic entrepreneurship and analyze how rigor- and relevance-related characteristics of studies in this field are linked to their legitimacy and therefore to the impact they have in the research community.     

Participatory Organizational Research: Examining Voice in the Co‐production of Knowledge

This paper advances participatory methods in management research. We propose the term participatory organizational research to describe this adjunct to action research. We illustrate the potential of the method to allow sometimes unheard organizational members to generate alternative perspectives that can offer the potential for the co‐production of new forms of knowledge that are locally relevant. Participatory methods originate from work with marginalized groups and have been used more commonly in community and organizational development. The aim of such research is, generally, to change the social and organizational conditions within which participants operate by using their perspectives as active participants to develop alternative possibilities. As such, this research method has significant potential for management researchers in providing the means for unheard organizational members to voice their perspectives: a central component, we argue, in knowledge co‐production. Based on a participatory study of care quality in elder care institutions, we examine in detail how participatory organizational research can enable voice and explore some of the structural limitations particularly in respect of research ethics.     

Bridging Practice and Theory: A Design Science Approach

Despite ambitious efforts in various fields of research over multiple decades, the goal of making academic research relevant to the practitioner remains elusive: theoretical and academic research interests do not seem to coincide with the interests of managerial practice. This challenge is more fundamental than knowledge transfer, it is one of diverging knowledge interests and means of knowledge production. In this article, we look at this fundamental challenge through the lens of design science, which is an approach aimed primarily at discovery and problem solving as opposed to accumulation of theoretical knowledge. We explore in particular the ways in which problem‐solving research and theory‐oriented academic research can complement one another. In operations management (OM) research, recognizing and building on this complementarity is especially crucial, because problem‐solving–oriented research produces the very artifacts (e.g., technologies) that empirical OM research subsequently evaluates in an attempt to build explanatory theory. It is indeed the practitioner—not the academic scientist—who engages in basic research in OM. This idiosyncrasy prompts the question: how can we enhance the cross‐fertilization between academic research and research practice to make novel theoretical insights and practical relevance complementary? This article proposes a design science approach to bridge practice to theory rather than theory to practice.     

Enriching Absorptive Capacity through Social Interaction

Absorptive capacity is frequently highlighted as a key determinant of knowledge transfer within multinational enterprises. But how individual behaviour translates into absorptive capacity at the subsidiary level, and how this is contingent on subsidiaries' social context, remains under‐addressed. This not only limits our understanding of the relationship between individual‐ and organizational‐level absorptive capacity, but also hampers further research on potentially relevant managerial and organizational antecedents, and limits the implications we can draw for practitioners who seek to increase their organization's capacity to put new knowledge to use. To address this shortcoming we conduct an in‐depth comparative case study of a headquarters‐initiated knowledge transfer at two subsidiaries of the same multinational enterprise. The findings demonstrate that social interaction is a prerequisite for subsidiary absorptive capacity as it enables employees to participate in the transformation of new knowledge to the local context and the development of local applications. The findings also illustrate how organizational conditions at the subsidiary level can impact subsidiary absorptive capacity by enabling or constraining local interaction patterns. These insights contribute to the absorptive capacity literature by demonstrating the scale and scope of social interaction as a key link between individual‐ and organizational‐level absorptive capacity.     

Effects of intellectual capital and university knowledge in indigenous innovation: evidence from Indian SMEs

Abstract

Intellectual capital and collaboration with universities are vital knowledge management practices for small- and medium-sized enterprises (SMEs) to innovate and improve the effectiveness of their operations. This study investigates empirically the impacts of intellectual capital and university knowledge on indigenous innovation and how business and institutional environments affect the relationships. The research model is tested using moderated regression analysis and data collected from 150 SMEs in India. The results show that intellectual capital and university knowledge improve indigenous innovation, both individually and interactively. The effect of intellectual capital in indigenous innovation is amplified by dysfunctional competition whereas the effect of university knowledge in indigenous innovation is attenuated by environmental uncertainty. In addition, we find that indigenous innovation is positively associated with business performance. The impact of indigenous innovation on business performance is enhanced by dysfunctional competition but reduced by environmental uncertainty.