Valuing Internal vs. External Knowledge: Explaining the Preference for Outsiders

By Tanya Menon, Jeffrey Pfeffer. Management Sciences, 2003

609 citations recorded by the source corpus.

Subfields: Safety Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/165462ca575f165d4a2167cfe853cdcb2439213b

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Citations in the corpus

How do large multinational companies implement open innovation (2011, background): “However few studies found that a preference for outside ideas might also exist (Menon and Pfeffer, 2003).”
Managing Knowledge for Innovation: The Role of Cooperation, Competition, and Alliance Nationality (2010, methodology): “Their research finds that when knowledge is of low availability and high cost, managers tend to overestimate its value and are more willing to use it in the innovation process (Menon and Pfeffer 2003).”
Selection Capability: How Capability Gaps and Internal Social Frictions Affect Internal and External Strategic Renewal (2009, background): “For instance, Menon and Pfeffer (2003) found in several case studies that managers tended to view external knowledge more favorably than internal knowledge when the targeted capabilities posed status threats for insiders.”
Escaping the Prior Knowledge Corridor: What Shapes the Number and Variety of Market Opportunities Identified Before Market Entry of Technology Start-ups? (2013, background): “Specifically, founders’ capacity for resource leveraging will become increasingly strained when the market-related knowledge pertains to more distant markets (March 1991, Menon and Pfeffer 2003).”
Managing to Stay in the Dark: Managerial Self-Efficacy, Ego Defensiveness, and the Aversion to Employee Voice (2014, background): “Indeed , managers often view ideas originating from employees within their own organization as less valuable than outside ideas because of the threat associated with those ideas (Menon & Pfeffer, 2003).”
The Double-Edged Swords of Autonomy and External Knowledge: Analyzing Team Effectiveness in a Multinational Organization (2010, background): “Also, team members tend to value knowledge from outsiders more than that from insiders (Menon & Pfeffer, 2003), increasing their vulnerability to outsiders’ agendas.”
All Aspirations are not Created Equal: The Differential Effects of Historical and Social Aspirations on Acquisition Behavior (2014, background): “Unfortunately, managers normally do not have access to the information required to accurately interpret other firms’ performance as such information is often private knowledge available only to the insiders of the firms (Kim & Miner, 2007; Menon & Pfeffer, 2003).”
A Survey of Knowledge-enhanced Text Generation (2020, background): “The division of internal and external knowledge is widely adopted by management science [84], which can be analogous with knowledge enhanced text generation.”