[German title: Decision Support Systems, 43 (2), 2007 – interessante Artikel über Wissenstransfer/-teilung]
Decision Support Systems
Volume 43, Issue 2 , March 2007
Knowledge transfer within information systems development teams: Examining the role of knowledge source attributes Pages 322-335
K.D. Joshi, Saonee Sarker, and Suprateek Sarker1
Abstract: Knowledge transfer is considered to be an important topic for both researchers and practitioners. However, very little research has been pursued to understand the factors affecting knowledge transfer within teams, an important social unit within organizations. This study attempts to fill this void by examining factors that affect knowledge transfer within information systems development (ISD) teams. Taking a “connectionistic” epistemological perspective and drawing on the communications-based research on knowledge transfer, the theoretical model of the study proposes that the source’s capability, credibility, and extent of communication will play an important role in determining the extent of knowledge transferred to recipients. Results from an empirical study involving student teams engaged in semester-long ISD projects supported the role of credibility and extent of communication. Interestingly, capability was not found to play a significant role in knowledge transfer. Possible explanations for this lack of significant effect of capability on knowledge transfer are presented.
Keywords: Knowledge transfer; Information systems development; Knowledge source; Face-to-face teams; Connectionistic perspective
Knowledge sharing and cooperation in outsourcing projects — A game theoretic analysis Pages 349-358
Subhajyoti Bandyopadhyay and Praveen Pathak
Abstract: The popular notion of outsourcing is that it helps organizations cut down costs of operation. In reality, however, firms often outsource to organizations that possess complex, complementary skills. We model the interaction between employees of the “host” firm and the outsourcing firm, who have to share their knowledge and skill sets in order to work effectively as a team, but might be naturally antagonistic towards each other. The analysis shows that when the degree of complementarity of knowledge between the employees is high enough, better payoffs can be achieved if the top management enforces cooperation between the employees. In these situations, the involvement of the top management extends far beyond negotiating the contract to make the outsourcing successful.
Keywords: Knowledge management; Knowledge complementarity; Cooperative and non-cooperative games; Nash equilibrium; Outsourcing
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