Adaptability and knowledge management, key elements of organizational learning, are critical to organizational success as a result of a fundamental shift towards a knowledge economy. HR outsourcing and the growth in contingent work can result in a significant loss in learning capital through a...

Transferring individuals who possess relevant knowledge from one organizational unit to another – a form of resource redeployment – may help to overcome impediments to knowledge transfer. Despite the promise of this mechanism, which often occurs through intra-firm geographic mobility,...

This paper will examine the development and tracking of tacit (informal) knowledge transfer within a complex system and through the lens of scalability. The relevance of complex systems to transport is that transportation and mobility are highly complex systems. Understanding the combination of...

James G. March conceived organizational learning as a balance between the exploration of new alternatives and the exploitation of existing competencies in an organization. This study extends March's model to consider exploration and exploitation in a hierarchical organization. First, the effect...

In this paper we investigate potential influence of organizational downsizing on organizational knowledge and learning. We discuss organizational downsizing in order to show that in large it is an issue of organizational design, and as such, managerial activity that must be coordinated with...

Within the field of knowledge management, the concepts of organizational learning and organizational forgetting are considered somehow opposite. But are we able to learn without forgetting‘ If maintained within the organization, useless knowledge can become a barrier to new knowledge, also...

Corporate foresight (CF) is considered an organizational capability that contributes to the innovativeness and sustained competitive advantage of firms, particularly in the presence of organizational learning (OL). The business literature positions individuals as important to the CF process but...

Markets for knowledge are increasingly important to innovation, competitive advantage, and economic growth. This paper examines five distinct markets through which knowledge can be exchanged: the market for codified knowledge (licensing), the market for tacit knowledge (alliances), the market...

We extend March's model of exploration and exploitation to consider how environmental turbulence impacts organizational knowledge in hierarchies of varying size and depth. We then evaluate additional effects of a knowledge management (KM) system that collects and shares knowledge from expert...