Task-driven learning: The antecedents and outcomes of internal and external knowledge sourcing

被引：0
|
作者：
Wang, Yinglei [1 ]
Gray, Peter H. [2 ]
Meister, Darren B. [3 ]
机构：
[1] Fred C. Manning School of Business, Acadia University, Wolfville,NS,B4P 2R6, Canada
[2] McIntire School of Commerce, University of Virginia, Charlottesville,VA,22904-4173, United States
[3] Richard Ivey School of Business, University of Western Ontario, London,ON,N6A 3K7, Canada
来源：
Information and Management | 2014年 / 51卷 / 08期
关键词：
Boundary spanning - Cognitive adaptation - Competitive advantage - Knowledge integration - Knowledge sourcing - Learning - Negative interaction - Organizational outcomes;
D O I：
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中图分类号：
学科分类号：
摘要：
The degree to which individuals leverage knowledge resources influences their effectiveness and may shape their organizations' competitive advantage. We examine the ways in which tasks with different characteristics affect individuals' use of internal and external knowledge and the outcomes of such behaviors. Our analysis reveals that interdependent and non-routine tasks drive internal knowledge sourcing, while complex tasks motivate external knowledge sourcing. Internal and external knowledge sourcing activities contribute to individuals' cognitive adaptation and innovation, with a negative interaction between them, while cognitive replication benefits only from internal knowledge sourcing. These findings can help managers better satisfy individuals' knowledge needs and achieve intended organizational outcomes. © 2014 Elsevier B.V.
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页码：939 / 951
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