When and How Trustworthiness Matters: Knowledge Transfer and the Moderating Effect of Causal Ambiguity

By Gabriel Szulanski, R. Cappetta, Robert J. Jensen. Organ. Sci., 2004

696 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a2a04221f118ef33b7aaecd19f58122963b128c9

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Citations in the corpus

Collective Dynamics of Citizenship Behaviour: What Group Characteristics Promote Group-Level Helping? (2009, neutral): “In empirical studies, researchers have often separated ability from the other two dimensions (e.g. Levin and Cross, 2004; Szulanski et al., 2004), perhaps because ability is related to skills and knowledge of a trustee (thereby capturing the ‘can-do’ aspect of trustworthiness), whereas benevolence a”
How Firms Respond to Mandatory Information Disclosure (2012, positive): “…such as face-to-face meetings (Argote, McEvily, and Reagans, 2003) that are particularly beneficial for transmitting tacit knowledge that underlies capabilities, and increases trust between the sender and recipient (Bresman, Birkinshaw, and Nobel, 1999; Szulanski, Cappetta, and Jensen, 2004).”
Trust in work teams: An integrative review, multilevel model, and future directions (2018, background): “…team trust is more relevant in virtual team contexts particularly under conditions of high task knowledge sharing within the team and between teams (Szulanski et al., 2004), develop a climate of psychological safety which induces team learning (Bogenrieder & Nooteboom, 2004; Edmondson, 1999),…”
Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “Thus, future research can look into various relational and individual characteristics of both transferors and recipients (Szulanski, 1996; Szulanski et al., 2004) and examine their in ﬂ uence on knowledge sharing.”
Trust in management and knowledge sharing: The mediating effects of fear and knowledge documentation (2008, neutral): “, [19–21]).”
Revisiting the Foundations of Organizational Distrust (2017, neutral): “, 1995] - Inhibit efforts to validate and supplement the source’s advice [Tyre and Orlikowski, 1994; Szulanski et al., 2004]”
Knowledge spillovers through human mobility across national borders: Evidence from Zhongguancun Science Park in China (2011, methodology): “We build on previous studies that are focused on possible moderators of inter- organizational knowledge transfer (e.g., Szulanski et al., 2004) and suggest that these spillover effects may differ across local firms, and their extent will be positively moderated by the local firm’s absorptive…”
Enhancing Knowledge Transfer in Classroom Versus Online Settings: The Interplay Among Instructor, Student, Content, and Context (2009, background): “Students are more receptive to ideas that originate from credible sources, and this receptivity is a core component of learning motivation and enjoyment (Driscoll, 1994; Szulanski et al., 2004).”