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,...

Purpose: There is no learning without making mistakes. Collaboration, knowledge, and learning culture shape organizational behaviors. Hence, this study aims to develop a theoretical model of the above constructs to determine how mistakes are related to organizational intelligence based on the...

Abstract: Change adaptability reflects intelligence and learning capacity. Mistakes are powerful in relation to teaching potency and learning efficacy, but they are not likely to be accepted by organizations. This has become a serious organizational problem. Is it possible to learn without...

We discuss how firms can replicate practices and knowledge embedded in practices by following principles, with no direct reference to an extant working example (template). Definitions are provided for the key concepts of templates, principles, and background knowledge. We address the challenges...