Explaining intra-organizational knowledge transfer at the individual level
Year: 2010
Type: article
Abstract: The knowledge-based view has recently been criticized for overlooking individual-level action and\ninteraction in favor of an over-emphasis on the firm-level capabilities. This paper seeks to respond to that\ncriticism by providing some individual-level explanations for a collective-level phenomenon – intraorganizational\nknowledge transfer. We suggest that variations in individual ability, motivation and the use\nof interaction opportunities provided by the organization explain part of the variation found in individuallevel\nknowledge acquisition and use, and that this has an influence on organizational level knowledge\ntransfer within a firm. More specifically, we find that ability and intrinsic motivation are important drivers\nof individual level knowledge acquisition and use, while extrinsic motivation has no impact. Furthermore,\nthe extent to which an individual uses interaction opportunities provided by the organization influences\nknowledge transfer both directly and through a moderator effect with ability and person-to-person\ninteraction.
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W116270197