Special Issue: Knowledge, Knowing, and Organizations: Islands of Shared Knowledge: Specialization and Mutual Understanding in Problem-Solving Teams

By Steven Postrel. Organ. Sci., 2002

363 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4d73676f2644af3da219ecfda9b95eb865165c3d

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Citations in the corpus

Facilitating Innovation in Diverse Science Teams Through Integrative Capacity (2012, background): “…in training, education, and work-related experiences across members of a science team can shape how they view a task or problem and can result in “representation gaps” (Cronin & Weingart, 2007) or what Postrel (2002) calls, “islands of shared knowledge in a sea of mutual ignorance (p. 303).””
Keep searching and you’ll find: what do we know about variety creation through firms’ search activities for innovation? (2012, background): “The downside to too frequent local search is that the knowledge required to solve a new problem is unlikely to coincide with the organization’s current knowledge base and may require search beyond the organization’s boundaries for complementary knowledge (Postrel, 2002).”
A capability-based view of competitive heterogeneity (2008, background): “The trade-off between developing specialized knowledge and transspecialist knowledge (Postrel, 2002) is also important but has received little attention in the extant empirical work.”
Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “Postrel (2002) referred to this as trans-specialist knowledge and suggested that it may be especially helpful in the face of “glitches” or potential misunderstandings between two units (Hoopes & Postrel, 1999).”
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms (2008, neutral): “Integrative efforts are vital to ambidextrous organizations as existing knowledge sources in exploitative units may need to be revisited, reinterpreted, and applied in exploratory units due to changes in the organization's strategy or environment (Garud and Nayar 1994, Postrel 2002).”
Resource orchestration in family firms: investigating how entrepreneurial orientation, generational involvement, and participative strategy affect performance (2011, background): “’ Mobilization and coordination are particularly useful when knowledge resources, or the specifi c expertise possessed by individuals in a given domain (Postrel, 2002), are in play.”
Experience-Based Human Capital and Social Capital of Outside Directors (2009, positive): “With firm-specific knowledge, outside directors can speak a common language and integrate and exploit their knowledge more efficiently (Grant, 1996; Nahapiet & Ghoshal, 1998; Postrel, 2002).”
The Role of Openness to Cognitive Diversity and Group Processes in Knowledge Creation (2009, background): “For example, research indicates that semantic misunderstanding consequent to a lack of trans-specialist knowledge may result in limiting the extent to which members engage in task-focused discussion (Postrel, 2002).”
Knowledge Integration and Dynamic Organizational Adaptation in Family Firms (2008, background): “Postrel (2002) describes indi- vidual specialized knowledge as the specific expertise possessed by an individual in a given domain to perform a specific task or activity in that specific domain.”
Strategic Human Resource Practices and Product Innovation (2008, background): “Moreover, recent literature on teams suggests that teams are not only relevant for creative renewal, but are important means to compete in a dynamic environment (Gilson et al. 2005; Postrel 2002), a conclusion that is especially relevant for firms that wish to innovate.”