Knowledge transfer between groups via personnel rotation: Effects of social identity and knowledge quality

By Aimée A. Kane, Linda Argote, John M. Levine. 2005

611 citations recorded by the source corpus.

Subfields: Communication, Developmental and Educational Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/2af15229ff62256f250dea8d4df402f35ee75991

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In Communication

In Developmental and Educational Psychology

In Social Psychology

Citations in the corpus

Store Wars: The Enactment and Repeal of Anti‐Chain‐Store Legislation in America1 (2004, background): “Such dampening of intergroup influence has been shown in the laboratory, where an in-group identity creates a barrier through which innovations from those with different identities are less likely to pass (Kane, Argote, and Levine 2003).”
Tilting at Windmills? The Environmental Movement and the Emergence of the U.S. Wind Energy Sector (2009, background): “A shared vision increases the extent to which people see others within a social aggregate as honest, loyal, and cooperative (Kramer, 1999; Kane, Argote, and Levine, 2005).”
Unpacking Prior Experience: How Career History Affects Job Performance (2009, methodology): “Finally, our study serves as a complement to organizational learning studies that have examined the transfer of learning at the task level (e.g., Argote et al. 1990, Kane et al. 2005, Thompson et al. 2000) by exploring how individual learning at the job level transfers to INFORMS holds copyright t”
Do Workgroup Faultlines Help or Hurt? A Moderated Model of Faultlines, Team Identification, and Group Performance (2009, methodology): “This team identification may act as some kind of " social glue " in preserving group integrity when the group is under the threat of a split (Kane et al. 2005, Van Vugt and Hart 2004).”
Dynamically Integrating Knowledge in Teams: Transforming Resources into Performance (2012, neutral): “As Kogut and Zander (1992) noted, such knowledge is not strategically valuable by itself, but ratber gains value when combined through capabilities that permit the creation of new knowledge.”
Team Microdynamics: Toward an Organizing Approach to Teamwork (2014, background): “Kane, Argote, and Levine (2005) refined this argument further, finding that a new member can have greater influence under specific conditions—if the new member shared a superordinate identity with the remainder of the team and his/her idea was clearly superior to existing ideas.”
Bridging the Knowledge Gap: The Influence of Strong Ties, Network Cohesion, and Network Range on the Transfer of Knowledge Between Organizational Units (2012, background): “If the recipient has a strong tie with a source working in a different unit, however, the recipient is more likely to admit his ignorance and is less likely to reject external knowledge outright, even if its value is not immediately obvious (Kane et al. 2005).”