When Using Knowledge Can Hurt Performance : The Value of Organizatonal Capabilities in A Managemet Consulting Company  

Oleh:

Haas, Martine R. ; Hansen, Morten T.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Strategic Management Journal vol. 26 no. 1 (Jan. 2005), page 1-24.
Topik: KNOWLEDGE; knowledge sharing; knowledge transfer; organizational capabilities; management consulting; competitive bidding

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS30.18 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

Lihat Detail Induk

Isi artikel

This paper explores the possibility that utilizing the firm's knowledge resources to complete improtant tasks can backfire and undermine competitive performance. Drawing on organizational capabilities and knowledge - sharing research, we develop a situated performance view that holds that the value of obtaining and using knowledge within a firm depends on the task situation. Using a data set of 182 sales proposals for client work in a management consulting company, we show that sales teams that had varying needs to learn and differentiate themselves from competitors derived different levels of value from obtaining and using electronic documents and advice from colleagues. Highly experiened teams were more likely than inexperienced teams to lose the sales bids if they utilized such knowledge. Teams that had a high need to differentiate themselves from competitors also had a lower chance of winning if they utilized electronic documents. There were situations, however, where teams performed better if they utilized the firm's knowledge resources. These results suggest that competitive performance depends not on how much firms know but on how they use what they know.

Opini Anda

Klik untuk menuliskan opini Anda tentang koleksi ini!

Kembali