Abstract
Many knowledge management (KM) initiatives in organizations seek to improve how employees draw on each others’ expertise, experience, advice, and opinions, which we call knowledge sourcing behavior. Employees can source knowledge recorded in document form, through dyadic conversations, or in-group settings. We proposed and tested a theory to support the idea that employees’ use of different classes of knowledge sourcing methods produced different kinds of performance outcomes. Our findings suggested that (1) different classes of knowledge sourcing methods are not as interchangeable as the KM literature might suggest, (2) technology-based methods are neither inherently superior nor inferior to traditional methods and (3) that group knowledge sourcing supports a wider range of performance outcomes than other methods. Together, these results highlight the importance of aligning KM efforts with their intended outcome. Before launching a project designed to enhance knowledge sourcing, managers should decide which performance outcome they wish to affect and select a KM tool that is aligned with the desired effect.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
