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Exploratory and exploitative knowled...

Im, Ghiyoung.

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Exploratory and exploitative knowledge sharing in interorganizational relationships.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Exploratory and exploitative knowledge sharing in interorganizational relationships./
作者:	Im, Ghiyoung.
面頁冊數:	155 p.
附註:	Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1002.
Contained By:	Dissertation Abstracts International71-03A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3399138
ISBN:	9781109651867

Exploratory and exploitative knowledge sharing in interorganizational relationships.
Im, Ghiyoung.

Exploratory and exploitative knowledge sharing in interorganizational relationships. - 155 p.

Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1002.

Thesis (Ph.D.)--Georgia State University, 2007.

A growing body of research investigates the role that organizational learning plays in generating superior firm performance. Researchers, however, have given limited attention to this learning effect in the context of long-term interorganizational relationships. This paper focuses on a specific aspect of learning, that is, explorative and exploitative knowledge sharing, and examines its impacts on sustained performance. We examine interorganizational design mechanisms and digitally-enabled knowledge representation as antecedents of knowledge sharing. The empirical context is dyadic relationship between a supply chain solutions vendor and its customers for two major classes of supply chain services. Our theoretical predictions are tested by using data collected from both sides of this customer-vendor dyad. The findings suggest that dual emphasis on exploration and exploitation is important for sustained relationship performance for customers. The customer evaluates balancing exploration and exploitation important whereas the vendor emphasizes only on exploitation.

ISBN: 9781109651867Subjects--Topical Terms:

626628
Business Administration, Management.

Exploratory and exploitative knowledge sharing in interorganizational relationships.
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245 1 0 $a Exploratory and exploitative knowledge sharing in interorganizational relationships.
300 $a 155 p.
500 $a Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1002.
500 $a Adviser: Arun Rai.
502 $a Thesis (Ph.D.)--Georgia State University, 2007.
520 $a A growing body of research investigates the role that organizational learning plays in generating superior firm performance. Researchers, however, have given limited attention to this learning effect in the context of long-term interorganizational relationships. This paper focuses on a specific aspect of learning, that is, explorative and exploitative knowledge sharing, and examines its impacts on sustained performance. We examine interorganizational design mechanisms and digitally-enabled knowledge representation as antecedents of knowledge sharing. The empirical context is dyadic relationship between a supply chain solutions vendor and its customers for two major classes of supply chain services. Our theoretical predictions are tested by using data collected from both sides of this customer-vendor dyad. The findings suggest that dual emphasis on exploration and exploitation is important for sustained relationship performance for customers. The customer evaluates balancing exploration and exploitation important whereas the vendor emphasizes only on exploitation.
520 $a Keywords. Interorganizational relationships, knowledge sharing, exploration, exploitation, learning paradox, contextual ambidexterity, knowledge representation, boundary objects.
590 $a School code: 0079.
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