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Integrating Stability and Dynamics of Organizational Capabilities Through Informal Knowledge Transfer

Integrating Stability and Dynamics of Organizational Capabilities Through Informal Knowledge Transfer
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Author(s): Ines Mergel (Harvard University, USA) and Harald F. O. VonKortzfleisch (University of Koblenz, Germany)
Copyright: 2007
Pages: 2
Source title: Managing Worldwide Operations and Communications with Information Technology
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59904-929-8.ch320
ISBN13: 9781599049298
EISBN13: 9781466665378

Abstract

In the knowledge management literature it is widely accepted that organizational core competencies are the basis for competitive advantages because of their stable and reliable inimitable character (Prahalad/Hamel, 1990; Grant, 1996). Due to increasing dynamics of the global environment, however organizations are forced to integrate changing demands and adapt or develop new competencies to be able to stay flexible and dynamic (Lei/Hitt/Bettis, 1996). The challenging question remains how to integrate the advantages of stability and the advantages of flexibility, simultaneously. Answers to this question are already given by authors like Teece, Pisano & Shuen (1997) as well as Eisenhardt & Martin (2000). What is missing however is a discussion from the perspective of knowledge management based on a precise definition of explicit and non-explicit knowledge. Another missing link is the importance of informal knowledge transfer through social networks as a possibility to balance between the stable and dynamic dimension of core competencies and capabilities. We will focus on both aspects in this paper.

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