Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge Across Boundaries

By Paul R. Carlile. Organ. Sci., 2004

3,139 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/60e1cee65b49fb75f25113b5b45530b757c58fd3

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Knowledge communication and translation - a knowledge transfer model (2009, positive): “…theories and models have stemmed from the basic idea of collaboration and communication between the source (or sender) and receiver; an idea that has originally been introduced by Shannon and Weaver’s mathematical approach to communication and information (1949; as cited in Carlile, 2004).”
A Temporal Perspective on Organizational Identity (2013, background): “They offer intimate knowledge of past identities, partly because they create an immediacy of experience while remaining open to differing interpretations (Carlile 2004, Star and Griesemer 1989).”
Climate change and COP26: Are digital technologies and information management part of the problem or the solution? An editorial reflection and call to action (2022, background): “…dynamic capabilities ” (Kodama, 2018) to appropriately generate, evaluate, and use common knowledge (i.e., lexicon, meaning, and interests) (Carlile, 2004) regarding environmental contributions such as global warming countermeasures among diverse stakeholders, are a trigger to realize…”
A Dialogical Approach to the Creation of New Knowledge in Organizations (2009, background): “…are mediated by the use of ostensive definitions, material demonstrations , and artifacts in socially structured situations; see Bechky 2003a, b; Carlile 2002, 2004), the dialogical exchange of utterances per se is an important mechanism through which cognitive change and, thus, new knowledge…”
Life in the Trading Zone: Structuring Coordination Across Boundaries in Postbureaucratic Organizations (2006, methodology): “They are effectively used when interpretations, values, and interests are sufficiently stabilized so that “differences and dependencies” can be acknowledged and accepted (Carlile 2004).”
Strategy tools as boundary objects (2009, background): “Boundary objects are not always effective at generating shared understandings but may actually highlight the extent to which semantic (meaning) and pragmatic (political) boundaries constrain shared meaning and action in organizations (Carlile, 2002, 2004).”
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms (2008, positive): “It creates 'pragmatic boundaries' (Carlile 2004) that safeguard experimental activities from dominant managerial cognitions and inertia present in the parent's mainstream activities (Benner and Tushman 2003).”
One of Us or One of My Friends: How Social Identity and Tie Strength Shape the Creative Generativity of Boundary-Spanning Ties (2014, background): “Katz & Kahn, 1978; March & Simon, 1958), and they may not be willing to spend the time and effort required to assimilate knowledge and perspectives that are different from their existing knowledge base (Carlile, 2004; Dougherty, 1992).”
Technological agglomeration and the emergence of clusters and networks in nanotechnology (2007, background): “Platforms are a hub for the different disciplines to meet (Carlile, 2004), a sharing facility which play the role of a boundary object (Carlile, 2002; Star and Griesemer, 1989).”
The Role of Interdependence in the Micro-Foundations of Organization Design: Task, Goal, and Knowledge Interdependence (2020, background): “Yet knowledge interdependence has largely been taken for granted, and research has instead flourished in the related areas of transferring, integrating, and recombining knowledge (e.g., Argote & Ingram, 2000; Carlile, 2002, 2004; Hansen, Mors, & Lovas, 2005; Okhuysen & Eisenhardt, 2002).”
Social structure and technology spillovers from foreign to domestic firms (2012, neutral): “Instead, there are sharp interpretative and contextual differences (Bechky, 2003; Carlile, 2004; Dougherty, 1992).”
Getting strategic about strategic planning research (2018, background): “Additionally, more work is needed on the roles that boundary objects (Carlile 2002, 2004), boundary spanning practices (Quick and Feldm 2014), strategic plans (Lee, McGuire, and Kim, this issue), and various tools and techniques (e.g., Bryson 2011) do or can play in fostering successful strategic…”