Thriving on the knowledge of outsiders: Tapping organizational social capital

By Vikas Anand, William H. Glick, Charles C. Manz. 2002

234 citations recorded by the source corpus.

Executive Overview Organizations are operating in increasingly complex worlds that require them to apply large amounts of knowledge to their activities. Because knowledge is continuously changing and evolving, most organizations cannot possess all required knowledge within their formal boundaries. Accordingly, they need to acquire large amounts of knowledge from outside the organization by tapping their linkages to external organizations and individuals. A variety of methods can be used to access knowledge that lies outside the organization's boundaries. Such methods vary from tapping the social networks of executives to more involved efforts such as alliances. The method used must be appropriate to the volume and kind of knowledge needed. However, benefiting from the knowledge of outsiders has several additional complexities, and executives need to prepare their organizations to take advantage of social capital. For instance, they need to ensure that the organization has an adequate level of knowledge in...

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7b1be6861ba2edd7cbe2e3f7d51884d8e6c2d35c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. William R. King
2. Dan Li
3. Stephanie A. Fernhaber
4. Sumedha Chauhan

In Strategy and Management

1. Dan Li
2. S. Holmberg
3. William R. King
4. Jeffrey Cummings
5. Stephanie A. Fernhaber
6. Lianxi Zhou
7. Aiqi Wu

Citations in the corpus

• International Exposure Through Network Relationships: Implications for New Venture Internationalization (2013, background): “Such information exchanged through alliances is typically tacit in nature (Anand et al., 2002), and thus of great value to the overall competitiveness of an emerging new venture.”
• International Entrepreneurship Leveraging Internal and External Knowledge Sources (2009, unknown): “Furthermore, strategic alliances are deemed to be the most important source for innovation and new ideas (Dyer and Singh, 1998), as well as a critical source for attaining tacit market knowledge (Anand et al., 2002)—both of which are valuable for a new venture that is trying to grow and survive.”
• Best-fit Alliance Partners: The Use of Critical Success Factors in a Comprehensive Partner Selection Process (2012, background): “For further discussion of some of these difficulties in learning alliances, see (Glick and Manz, 2002; Dahan et al., 2010).”
• Motivating knowledge sharing through a knowledge management system (2008, background): “Modern processes and systems enable the sharing of organizational knowledge in new ways [1,2].”
• Venture Capitalists as Catalysts to New Venture Internationalization: The Impact of Their Knowledge and Reputation Resources (2009, unknown): “VC Knowledge and New Venture Internationalization Knowledge is viewed as the most strategically important of the firm's resources (Grant, 1996) and refers to "any information, belief, or skill that the organization can apply to its activities" (Anand et al., 2002, p. 88).”