nowadays, the process of knowledge sharing has gone beyond organizational boundaries and the issue of knowledge sharing is discussed widely among different companies and organizations in order to improve their performance. with the emergent of outsourcing process and increasing attention of organizations toward it, managers are more inclined to outsource their services; but, the problem of inte...

From the resource-based view of the firm to the knowledge-based view of the firm it is clear that a particular intangible resource has become the cornerstone of sustainable competitive advantage (Barney, 1986; Conner, 1991; Foss, 1996; Lippman and Rumelt, 1982; Penrose, 1959). This resource is organizational knowledge. According to Peteraf’s framework (1993) “four conditions must be met for a f...

The effect of organizational communication structure on performance is studied using a project selection framework in which heterogeneous, rational agents can reject or accept projects. A hierarchy performs better than a polyarchy in tough environments, whereas the reverse holds in friendly environments. Hierarchies can be too strict from a social welfare point of view. Indeed, if the value of ...

How do information technology capabilities contribute to firm performance? This study develops a conceptual model linking IT-enabled information management capability with three important organizational capabilities (customer management capability, process management capability, and performance management capability). We argue that these three capabilities mediate the relationship between infor...

performance appraisal systems are affected by organizational social context. social context consists of tow factors, distal variables, and, proximal variables. distal factors include but are not limited to organizational culture, organizational structure, and, values. proximal variable categorize as both process factors and structural factors. in this paper the process factors were examined. th...