Knowledge transfer in globally distributed teams: The role of transactive memory

Author(s):  
Ilan Oshri ◽  
Paul C. van Fenema ◽  
Julia Kotlarsky
Author(s):  
Ilan Oshri ◽  
Julia Kotlarsky ◽  
Paul C. van Fenema

Recent years have witnessed the globalisation of many industries. Consequently, globally distributed and virtual teams have become increasingly common in many areas, for example, in new product development and information systems (IS) development. Achieving successful collaborations has become a key challenge for globally distributed organizations, and it is largely dependent on teams’ ability to transfer and share knowledge.


Author(s):  
Satwik Seshasai ◽  
Amar Gupta

The term 24-Hour Knowledge Factory connotes a globally distributed work environment in which teammates work on a project around the clock. The 24-Hour Knowledge Factory is a special case of a globally distributed team in which the different teams work on a sequential basis that has been clearly defined in advance. Whereas a manufactured item was the end product in the case of the factory which emerged as a consequence of the industrial revolution, knowledge-based services and knowledge-based products are the end deliverables in the case of the current information revolution; hence, the term 24-Hour Knowledge Factory. Work can be decomposed by task style or by organizational style, and allows for greater specialization of workers. A case study from IBM details surprising differences between colocated and distributed teams, and leads to a future state analysis for organizations seeking to study or implement the 24-Hour Knowledge Factory.


2017 ◽  
Vol 16 (04) ◽  
pp. 1750033 ◽  
Author(s):  
Kwangsu Cho ◽  
Sehee Han ◽  
Ting-Ting Rachel Chung ◽  
Patrick J. Bateman

Many studies focus on the effect of a source’s expertise, but little attention has been paid to what happens in the event of a misalignment between who is knowledgeable (cognitive expertise) and who is regarded as being knowledgeable (social expertise). The emphasis on expertise alignment in this study suggests the importance not of simply having a transactive memory system, but rather, of having an accurate transactive memory system in place. Using experimental data from a sample of 134 participants, the results indicate that the knowledge transfer is greater in the source’s cognitive-social expertise alignment than in the misalignment, but the source’s cognitive expertise could be a more significant criterion for the knowledge transfer in the expertise misalignment. In the view of source-recipient dynamics, knowledge transfer is greater in the low cognitive expertise gap condition than in the high cognitive expertise gap condition. The results contribute to the understanding of the role of a source’s expertise in knowledge transfer from a socio-cognitive perspective.


2010 ◽  
pp. 1656-1663
Author(s):  
Ilan Oshri ◽  
Julia Kotlarsky ◽  
Paul C. van Fenema

Recent years have witnessed the globalisation of many industries. Consequently, globally distributed and virtual teams have become increasingly common in many areas, for example, in new product development and information systems (IS) development. Achieving successful collaborations has become a key challenge for globally distributed organizations, and it is largely dependent on teams’ ability to transfer and share knowledge.


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