Boards of directors and organizational ambidexterity in knowledge-intensive firms

Organizational Structure and Product Choice in Knowledge-Intensive Firms

This paper formulates a model in which a …rm simultaneously chooses its organizational structure and product position. The …rm’s production is knowledge-intensive, requiring employees to solve problems. A vertical hierarchy in which workers refer unsolved problems to managers facilitates the acquisition and leveraging of managers’superior knowledge. I show that a larger span of control is compl...

a study of relationship between knowledge sharing and organizational agility among personnel in esfahan power electric distribution company

پژوهش حاضر به بررسی رابطه بین تسهیم دانش و چابکی سازمانی در شرکت توزیع برق استان اصفهان پرداخته است . ابزار سنجش در این پژوهش پرسشنامه می باشد . به منظور سنجش متغیر تسهیم دانش از پرسشنامه وانگ و وانگ و جهت سنجش چابکی سازمانی از پرسشنامه چاربونیر استفاده شده است . هدف پژوهش حاضر تحلیل رابطه میان تسهیم دانش و چابکی سازمانی از دید کارکنان شرکت توزیع برق استان اصفهان می باشد . جامعه آماری این پژوه...

Performance Effects of Appointing Other Firms’ Executive Directors to Corporate Boards: An Analysis of UK Firms

Performance Effects of Appointing Other Firms’ Executive Directors to Corporate Boards: An Analysis of UK Firms This paper studies the effect on company performance of appointing non-executive directors that are also executive directors in other firms. The analysis is based on a new panel dataset of UK companies over 2002-2008. Our findings suggest a positive relationship between the presence o...

KNOWLEDGE TRANSFER AND ORGANIZATIONAL COMPETENCE BUILDING - A case study of two knowledge-intensive firms

Sharing knowledge in knowledge-intensive firms

Knowledge-intensive firms need to share knowledge held by employees if they are to gain the most from their intellectual capital and compete effectively in the marketplace. Sharing and integrating knowledge within the organisation depends partly on building social capital. However, there are obstacles to this integration because knowledge is often distributed throughout the organisation. This a...