Facilitating Interorganizational Learning with Information Technology

By Judy E. Scott. Journal of Management Information Systems, 2000

355 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8075e92d290a311cc57abcf39bf0928d57e0dbda

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In Management of Technology and Innovation

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Citations in the corpus

Information Technology and Intangible Output: The Impact of IT Investment on Innovation Productivity (2012, background): “Research in an innovation setting found inter-organizational technologies have a positive effect on external new product development relationships in disk drive manufacturing (Scott 2000).”
The Mirroring Hypothesis: Theory, Evidence and Exceptions (2016, background): “…and consortia, where multiple firms participate in the development of a tightly integrated, technically challenging new product or system (Appleyard et al., 2008; Argyres, 1999; Barlow, 2000; Miller et al., 1995; Scott, 2000; Snow et al., 2011; Staudenmayer et al., 2005; Tuertscher et al., 2014).”
Knowledge Sharing Ambidexterity in Long-Term Interorganizational Relationships (2008, background): “They also share knowledge for new product development by using boundary objects, such as design schemata and prototypes (Scott 2000).”
Working Together Apart? Building a Knowledge-sharing Culture for Global Virtual Teams (2004, background): “The ability to collaborate depends heavily upon trust as open reciprocity and sharing of information and knowledge will not freely occur without it (Scott, 2000).”
The effect of extrinsic and intrinsic motivation on knowledge sharing intentions of civil servants in Ebonyi State, Nigeria (2012, result): “This finding is consistent with that of Scott (2000), who argued that collaboration ability depends heavily on trust as open reciprocity, and that information and knowledge sharing will not occur freely without such reciprocity.”
Measuring the Performance of Information Systems: A Functional Scorecard (2005, background): “…of new items to measure the IS function’s performance in seven new areas: ERP [51], knowledge management [45, 64, 97], electronic business [9, 55], customer relationship management [39], supply chain management [37], electronic commerce [22, 33, 102], and organizational learning [86, 100].”
Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions (2007, result): “This finding is consistent with that of Scott [77], who argued that collaboration ability depends heavily upon trust as open reciprocity, and that information and knowledge sharing will not occur freely without such reciprocity.”
Coordinating for Flexibility in e-Business Supply Chains (2004, background): “While the role of IS in capturing and disseminating knowledge in interorganizational contexts has been recognized [67], this study suggests that enterprises also need to use IT to”
Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003, background): “There are several resources for a sound understanding of the impact of IT on knowledge combination [82, 100].”
Changing the Competitive Landscape: Continuous Innovation Through IT-Enabled Knowledge Capabilities (2010, background): “IT-PACAP enhances firms’ ITRACAP to analyze and transform large volumes of information from diverse sources in different formats that otherwise could not be handled (Scott 2000, Alavi and Leidner 2001).”
Knowledge sharing in virtual communities: an e-business perspective (2004, background): “... transforming the traditional off-line communities-of-practice (CoPs) (Brown & Duguid, 1991; Wegner & Synder, 2000) into online virtual communities will greatly improve their community scope (within-site ) inter-site), interaction efficiency (face to face communications ) on-line, multimedia comm”
Trust and tacit knowledge sharing and use (2010, background): “…knowledge: B If relevant to my work, I would welcome the opportunity to spend significant time observing and collaborating with this individual in order for me to better understand and learn from his/her work (Choo, 2000; Clarke and Rollo, 2001; Davenport and Grover, 2001; Scott, 2000).”
Studying Knowledge Management in Information Systems Resarch: Discourses and Theoretical Assumptions (2002, background): “Pentland (1995) and Scott (2000) generate models of how IT can facilitate organizational learning.”