Robert J. Jensen

When and How Trustworthiness Matters: Knowledge Transfer and the Moderating Effect of Causal Ambiguity

The recognition that better use of existing internal knowledge could enhance survival chances of organizations has spawned substantial interest in the transferability of routinized, experiential learning to additional settings within the organization. Previous research has established that trustworthiness of the source enhances such knowledge transfer. More recent work, however, suggests that this may not always be the case. Yet, little systematic attention has been paid to moderating conditions. The major purpose of this paper is to identify a moderator, causal ambiguity, which delineates the conditions as to when and how a recipients perception of the trustworthiness of a source affects the effectiveness of the transfer of organizational practices.

Reproducing Knowledge: Inaccurate Replication and Failure in Franchise Organizations

The recognition that better use of existing knowledge can enhance performance has spawned substantial interest in the replication of productive knowledge within organizations. An enduring belief is that when expanding by replication, organizations can and should strive to adapt to fit the salient characteristics of new environments. Yet some have argued that the exploitation of an established template for doing business by replication can be more successful when the template is copied precisely. Using unique longitudinal data, we report a large-sample empirical investigation of the survival consequences of accurate replication versus local adaptation by examining the effect that deviation from the template has on the survival chances of franchise units within a large franchise organization.

Overcoming Stickiness: How the Timing of Knowledge Transfer Methods Affects Transfer Difficulty

Knowledge transfer can be facilitated through the judicious timing of transfer methods. Yet, extant research has neglected the impact of the timing of transfer methods. Departing from this observation, we theorize the existence of two knowledge transfer modes—“front-loading” and “back-loading”—based on whether the affordance for tacit knowledge exchange provided by the transfer methods used is higher during the initiation or during the implementation phase of a transfer. We suggest that the impact of front-loading and back-loading on transfer difficulty is contingent on the causal ambiguity of the knowledge being transferred and on the arduousness of the relationship between the source and the recipient of knowledge. We operationalize front-loading and back-loading and test our propositions using primary data on 2,711 instances of method use in 116 transfers of 37 organizational practices in 8 companies. We hypothesize and find empirical support for the claim that front-loading affordance for tacit knowledge exchange reduces transfer difficulty when the causal ambiguity of the knowledge to be transferred is high, whereas it increases difficulty when the relationship between the source and recipient of knowledge is arduous.

Engaging embedded information

Purpose – The purpose of this paper is to propose a model of knowledge transfer that takes into account both the perspective of the sender and the perspective of the receiver, with an emphasis on the latter. The contention is that, although externalizing knowledge residing in an individual or group and making it accessible to others either through direct communication or embedding information in the organizational system is a necessary component of knowledge transfer, it is not the only component. An equal, but understudied, share of the knowledge transfer effort takes place when the receiver of the knowledge engages with it, internalizing it and making it usable for the receiver as well.Design/methodology/approach – The paper first defines knowledge from a pragmatic, organizational perspective. Second, it presents the model. Finally, it evaluates the current direction of knowledge transfer studies in light of the main tenets of the model.Findings – Engagement of information is a necessary step before kno...