Knowledge integration in virtual teams: The potential role of KMS

By Maryam Alavi, Amrit Tiwana. J. Assoc. Inf. Sci. Technol., 2002

548 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d543ca5731ad76a14721bd62dc207902e87e122d

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Citations in the corpus

Transactive Memory Systems (2008, background): “…generate new knowledge, and evaluate and combine this knowledge (Argote, 1999). ing together, information and communication technology (ICT; Lin & Lin, 2001), knowledge management systems (Alavi & Tiwana, 2002), and group training (Moreland & Argote, 2003) allow TMS formation and maintenance.”
Social Capital and Knowledge Integration in Digitally Enabled Teams (2008, methodology): “Drawing on Alavi and Tiwana (2002) and Patrashkova-Volzdoska et al. (2003), we define knowledge integration as the " synthesis " of individual team members' information and expertise through " social interactions.”
Knowledge networks in new product development projects: A transactive memory perspective (2005, background): “We examined 69 new product development projects and found that team stability, team member familiarity, and interpersonal trust had a positive impact on the transactive memory system and also had a positive influence on team learning, speed-to-market, and new product success.”
Knowledge Integration and Dynamic Organizational Adaptation in Family Firms (2008, background): “Strategy theorists label KI as the cornerstone of DCs (e.g., Alavi & Tiwana, 2002; Eisenhardt & Martin, 2000).”
Transformational Technologies and the Creation of New Work Practices: Making Implicit Knowledge Explicit in Task-Based Offshoring (2008, background): “2003; Hollingshead 1996), and deciphering new knowledge (Alavi and Tiwana 2002).”
Distributed Cognition in Top Management Teams and Organizational Ambidexterity (2017, background): “…(Hollingshead, 1998), together with the fact that the dispersion of managers can hinder the development and operation of transactive memory systems (Alavi & Tiwana, 2002; Griffith, Sawyer, & Neale, 2003), CEOs need to ensure that team members spend enough time together, in a face-to-face setting,…”
Do cross-border acquisitions create value? Evidence from overseas acquisitions by Chinese firms (2016, background): “Knowledge creation occurs when the parties integrate each other’s knowledge to create new knowledge, routines and codes (Alavi & Tiwana, 2002; Fang, 2011; Phan & Peridis, 2000).”
Knowledge management and business performance: Does innovation matter? (2017, background): “It is the utilization of acquired knowledge to make useful decisions regarding business (Alavi & Tiwana, 2002).”
Transactive Memory Systems 1985–2010: An Integrative Framework of Key Dimensions, Antecedents, and Consequences (2011, background): “Three papers discussed TMS as a mechanism to manage knowledge integration challenges in virtual teams (e.g., Alavi & Tiwana, 2002).”