Abstract
Abstract This study investigates the effects of the organization of industrial Research & Development on industrial researchers’ knowledge acquisition behavior. Specifically, we test a model about how the fit of individuals with their research tasks affects whether industrial researchers acquire knowledge from outside their assigned projects. Empirical analyses from the R&D laboratory of a global pharmaceutical company show that person-task-fit has a non-linear effect on the knowledge content exchanged through interpersonal interactions. Implications for the management and organization of R&D activities are discussed.
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