British Journal of Management, OnlineEarly Articles – interesting Articles
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[German title: British Journal of Management, OnlineEarly Articles – interessante Artikel]

María D. Moreno-Luzón, M. Begoña Lloria
The Role of Non-structural and Informal Mechanisms of Integration and Coordination as Forces in Knowledge Creation
British Journal of Management, Volume 19, Issue 3, pages 250–276, September 2008.
doi:10.1111/j.1467-8551.2007.00544.x

Abstract: This study focuses on the analysis of the influence of organizational design variables on the creation of knowledge within the firm. The impact that enablers have on knowledge creation has been widely demonstrated and established by the relevant literature. Using this assumption as a starting point, this study will consider and explore the role that mechanisms of integration and coordination play in the creation of knowledge, considering enablers as intermediate variables. In this way, we can create a model of the relationships between these variables and contrast them with an empirical investigation of a quantitative nature, using a sample of 167 large Spanish firms. Despite the fact that the theoretical framework in question is characterized by a direct and positive connection between the standardization of work processes and knowledge creation, the results suggest that the relation is not significant. All the other coordination mechanisms, however, do have a significant influence on the creation of knowledge: standardization of skills through the autonomy enabler; standardization of outputs through intention; interventions for socialization through intention and trust and commitment; and, lastly, mutual adjustment whose influence is found in redundancy and variety.

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Mark Easterby-Smith, Isabel M. Prieto
Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning?
British Journal of Management, Volume 19, Issue 3, pages 235–249, September 2008.
doi:10.1111/j.1467-8551.2007.00543.x

Abstract: Modern strategic management theories try to explain why firms differ, because new sources of competitive advantage are keenly sought in the dynamic and complex environment of global competition. Two areas in particular have attracted the attention of researchers: the role of dynamic capabilities, and the firm’s abilities for knowledge management. In this paper, we argue that there is a link between these two concepts, which has not been fully articulated in the literature. The aim of the paper is therefore to ascertain the conceptual connection between them as a basis for future research. Our proposed framework acknowledges and critiques the distinct roots of each field, identifies boundaries, and proposes relationships between the constructs and firm performance.

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© Blackwell Publishing, Inc.


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