Session 140

Knowledge Management & Knowledge Structures: Who knows?

Track L

Date: Monday, October 8, 2012

Track I

Time: 09:30 – 10:45

Paper

Room: Dressing Room 220


Session Chair:

  • Shad Morris, Brigham Young University

Title: How Effectively Do You Leverage Your Knowledge? Searching for the Optimal Leverage Ratio in Professional Service Firms

Authors

  • Anna Littmann, EBS University
  • Ansgar Richter, University of Surrey

Abstract: This paper provides an analysis of the relationship between the leverage and the performance of Professional Service Firms (PSFs). Drawing on the emerging theory of PSFs, we argue that leverage is an important organizational element both driving and limiting organizational performance of PSFs, thus proposing an inverted u-shaped relationship between leverage and performance. We further argue that the optimal leverage ratio is influenced by strategic decisions and resources. We test our arguments using a sample of 308 firm-year observations of 52 large and medium-size PSFs active in Germany. Our results confirm an inverted u-shaped relationship between a firm’s leverage and its performance.

Title: How Individuals’ Knowledge Structures Influence their Strategic Orientation

Authors

  • Karynne Turner, LUISS Guido Carli University
  • Mona Makhija, Ohio State University

Abstract: Organizational members employ knowledge structures to help make sense of their environment and to consider various strategic choices. We argue that the organizational context is an essential determinant of how knowledge structures develop, by encouraging the development of more specialized knowledge in some cases and facilitating common understandings in others. In light of this, the purpose of this research is to understand how organizational processes influence the important features of individuals’ knowledge structures, and how these in turn influence their strategic orientations relating to productivity and quality. Using a quasi-experimental design, our findings indicate that variations in knowledge specialization and interpretation characterizing knowledge structures give rise to very different strategic orientations in individuals.

Title: Micro-Foundations of Continuous Improvement within Organizations

Authors

  • Gerry Keim, Arizona State University
  • suzanne peterson, Arizona State University
  • Zhen Zhang, Arizona State University
  • Gerhard Reber, Johannes Kepler University

Abstract: Organizational environments evolve continuously and often in unpredictable ways. Employees interfacing with customers, suppliers, rivals and regulators often acquire the first clues about new opportunities and threats for their organization. Transmitting such new knowledge to managers is often inhibited by managers’ beliefs and decision-making style thus preventing the organization from responding in a timely way. We explore how managers can encourage positive voice from employees with new knowledge about evolving threats and opportunities and thereby continuously improve their organization’s performance.

Title: Proactive Knowledge Replication: The Role of Human Capital in Driving the Use of Principles vs Templates

Authors

  • James Oldroyd, Brigham Young University
  • Shad Morris, Brigham Young University

Abstract: We seek to identify the human capital antecedents and performance consequences of using two different forms of knowledge replication: principles and templates. We predict that project leaders with strong local human capital or strong international human capital are likely to differentially use knowledge. Moreover, we hypothesize that the use of knowledge principles is likely to increase responsiveness, while templates are likely to increase project efficiency. Analyzing 267 globally dispersed consulting projects, we find support for our hypotheses. In general, this research highlights the importance of human capital in the proactive replication process and the performance effects of utilizing different knowledge replication forms.

All Sessions in Track L...

Sun: 08:00 – 09:15
Session 133: Transitioning from Faculty to Administrator: Building Strategic Human Capital
Sun: 09:30 – 10:45
Session 134: Management Practices across Firms and Countries
Sun: 11:15 – 12:30
Session 135: Linked Employer-Employee Data and Strategic Human Capital Research
Mon: 08:00 – 09:15
Session 144: Stars and Human Capital Flows
Mon: 09:30 – 10:45
Session 140: Knowledge Management & Knowledge Structures: Who knows?
Mon: 13:30 – 14:45
Session 112: CEO and TMT Turnover: Firm Implications
Session 138: Value Creation & Appropriation: Take the money and run
Mon: 16:30 – 17:45
Session 139: Impact of Human Capital Loss: Going Mobile
Tue: 08:00 – 09:15
Session 137: CEO Human Capital: Take a Little off the Top
Tue: 11:00 – 12:15
Session 143: The Strategic Human Capital Process: A look inside the sausage factory
Tue: 14:15 – 15:30
Session 141: Impact of the Acquisition & Loss of Human Capital: Putting a new spin on things
Tue: 15:45 – 17:00
Session 145: Individual Differences & Human Capital-based Advantage: Vive la différence
Tue: 17:30 – 18:45
Session 142: Social Networks & Human Capital: Tying things together
Session 215: CEO Personality and Characteristics Influencing Decision Making

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 274: Knowledge Foundations: A Conversation with Robert Grant about the Knowledge Based View
Sun: 09:30 – 10:45
Session 273: Big Data, Knowledge and Innovation
Sun: 11:15 – 12:30
Session 275: The Changing Nature of Innovation in Emerging Economies
Sun: 15:15 – 16:30
Session 225: Intellectual Property Rights
Session 229: Structure and Innovation
Mon: 08:00 – 09:15
Session 223: Individuals, Teams and Innovation
Session 242: R&D
Mon: 09:30 – 10:45
Session 140: Knowledge Management & Knowledge Structures: Who knows?
Session 226: Technology
Session 235: Learning
Mon: 13:30 – 14:45
Session 222: Integrating Knowledge about Knowledge Integration
Session 227: Knowledge Transfer and Replication
Mon: 16:30 – 17:45
Session 224: Absorptive Capacity
Session 236: Innovation and Performance
Tue: 08:00 – 09:15
Session 230: Ties, Networks, and Innovation
Session 237: Open Innovation
Tue: 11:00 – 12:15
Session 228: Exploration
Session 231: Alliance and Transfer
Tue: 14:15 – 15:30
Session 234: Incumbent Response to Foreign Entry and to Disruptive Innovation
Session 240: Capabilities
Tue: 15:45 – 17:00
Session 233: Structure and Transfer
Session 243: Entrepreneurs, Ventures, and Innovation
Tue: 17:30 – 18:45
Session 232: Innovation and Transfer
Session 239: Ambidexterity / Exploration and Exploitation
Session 244: Knowledge Management


Strategic Management Society

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