KNOWLEDGE TRANSFER: A BASIS FOR COMPETITIVE ADVANTAGE IN FIRMS

By Linda Argote, Paul Ingram. 2000

4,401 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/569be08541dfb886956cca4e7c365dbc215c9546

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In Management of Technology and Innovation

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Citations in the corpus

The Transformation of the Innovation Process: How Digital Tools are Changing Work, Collaboration, and Organizations in New Product Development* (2020, positive): “…how innovation capabilities that can serve as a competitive advantage are formed in the first place, this research builds on the knowledge transfer framework that includes three categories of knowledge reservoirs: member, task, and tool (Argote and Ingram, 2000; Argote and Fahrenkopf, 2016).”
The Use of Knowledge for Technological Innovation Within Diversified Firms (2007, neutral): “…Zucker, & Brewer, 1996; Mowery, Oxley, & Silverman, 1996; Rosenkopf & Almeida, 2003), the employment of new inventors (Almeida & Kogut, 1999; Argote & Ingram, 2000; Rosenkopf & Almeida, 2003; Song et al., 2003), and the acquisition of other firms (and, hence, their employees’ embedded…”
Managerial ties, knowledge acquisition, realized absorptive capacity and new product market performance of emerging multinational companies: A case of China (2011, background): “Knowledge acquisition is considered a necessary but insufficient condition for organizational learning to take place (Aguilera, 2007; Argote & Ingram, 2000).”
Why and how does shared language affect subsidiary knowledge inflows? A social identity perspective (2015, background): “Because such knowledge is difficult to codify and mainly built from experience, it is tacit in nature (Argote & Ingram, 2000).”
KNOWLEDGE MANAGEMENT AND FIRM PERFORMANCE IN SMEs: THE ROLE OF SOCIAL CAPITAL AS A MEDIATING VARIABLE (2010, background): “Some literature also suggests that KM processes contribute to FP by improving job performance, leveraging core business competencies, accelerating the time to market, reducing cycle times and enhancing product quality (Argote & Ingram, 2000; Davenport & Prusak, 1998).”
Organizational Learning: From Experience to Knowledge (2011, positive): “Argote and Ingram (2000) argued that embedding knowledge in the networks involving members was an effective strategy for managing this tension.”
Growing through copying: the negative consequences of innovation on franchise network growth (2008, background): “(Argote and Ingram, 2000; Bradach, 1998; Jensen and Szulanski, 2007; Kostova, 1999; Rivkin, 2001; Szulanski and Jensen, 2006; Teece, et al., 1997; Winter, 1987; Winter, 1995; Winter and Szulanski, 2001) and scholars in International Business have long suggested that the value of leveraging superior ”
Open innovation in SMEs—An intermediated network model (2010, background): “In addition to efficient co-development of roducts and services for innovation (Gulati, 1998), networkmemers are affected by each others’ experience, yielding learning ffects for future innovation (Argote and Ingram, 2000).”
Distributed Cognition in Top Management Teams and Organizational Ambidexterity (2017, background): “…embedded in knowledge reservoirs within the top management team and the challenge is for top managers to locate, access, and utilize this knowledge (Argote & Ingram, 2000)—the knowledge problem of exploration is search and calls for top managers to explore possibilities that diverge from their…”
Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer (2004, background): “For these purposes, knowledge transfer in an organization is de®ned as a ``process through which one unit (e.g. group, department, or division) is affected by the experience of another'' (Argote and Ingram, 2000, p. 151).”
The Absence of Cooperation Is Not Necessarily Defection: Structural and Motivational Constraints of Knowledge Transfer in a Social Dilemma Situation (2009, background): “The discussion about learning curves emphasizes that knowledge transfer requires possibilities for interaction and communication (Reagans et al. 2005), especially between organizational units (Argote and Ingram 2000).”
First, get your feet wet: The effects of learning from direct and indirect experience on team creativity (2010, methodology): “Our concept of indirect experience is similar to the concept of knowledge transfer (e.g., Argote & Ingram, 2000; Szulanski, 2000) and the concept of vicarious learning (Bandura, 1969, 1977).”
Personality traits, affective commitment, documentation of knowledge, and knowledge sharing (2011, background): “…is ‘the dynamic processes of interpersonal interaction (e.g. discussion, debate, or joint problem solving) through which “one unit (e.g. group, department, or division) is affected by the experience of another”’ (Nonaka and Takeuchi 1995; Argote and Ingram 2000, p. 151; Söderquist 2006, p. 499).”