The Two Faces of Knowledge Search: New Solutions and Capability Development

Files in This Item:
File Description SizeFormat 
Tippmann_et_al._2013_Two_faces_of_knowledge_search-new_solutions_and_capability_development.docx273 kBMicrosoft WordDownload
Title: The Two Faces of Knowledge Search: New Solutions and Capability Development
Authors: Tippmann, Esther
Mangematin, Vincent
Sharkey Scott, Pamela
Permanent link:
Date: 22-Nov-2013
Online since: 2016-09-01T12:31:55Z
Abstract: Searching for knowledge to solve non-routine problems allows middle managers not only to design new solutions but also to develop organizational capabilities. We focus on knowledge search to develop our understanding of how individuals engage with organizational knowledge in practice, how they acquire and use knowledge, and the implications for organizational knowledge development. Investigating middle managers' knowledge search practices in response to non-routine events, we uncover four practices: isolating; overcoming knowledge distribution challenges; socializing; and mastering solution development. From these, we identify two aspects of knowledge search: not only can it produce new solutions but it can also have different effects in terms of developing organizational capabilities, either modifying existing routines or creating new ones. We argue that organizations with a knowledge use advantage, namely, an ability to mobilize accessible knowledge by organizing for knowledge circulation and a socialized search that deals with the organization’s challenges of knowledge distribution in order to master solution development – especially at mid-level – can pursue capability development. We discuss the implications of our findings for the literature on organizational knowledge and middle managers’ roles in organizational knowledge processes.
Type of material: Journal Article
Publisher: Sage Publications
Journal: Organization Studies
Volume: 34
Issue: 12
Start page: 1868
End page: 1900
Copyright (published version): 2013 the Authors
Keywords: Capability developmentKnowledge searchMiddle managersNon-routine managersStrategy-as-practice
DOI: 10.1177/0170840613485846
Language: en
Status of Item: Peer reviewed
Appears in Collections:Business Research Collection

Show full item record

Citations 10

Last Week
Last month
checked on Feb 19, 2019

Google ScholarTM



This item is available under the Attribution-NonCommercial-NoDerivs 3.0 Ireland. No item may be reproduced for commercial purposes. For other possible restrictions on use please refer to the publisher's URL where this is made available, or to notes contained in the item itself. Other terms may apply.