Sticky Knowledge: Barriers to Knowing in the Firm

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SAGE, Feb 24, 2003 - Business & Economics - 139 pages
Why don't best practices spread within firms?

What exactly is sticky knowledge?

Having recognized that knowledge assets are rapidly becoming their most precious source of competitive advantage, a large number of organizations are now attempting to transfer best practices. Yet best practices still remain stubbornly immobile.

Sticky Knowledge reveals that the transfer of practices is a complex phenomenon, and demonstrates the range of barriers to transferring best practices within the firm. Written in a brief and accessible format, Gabriel Szulanski defines the popular concept of stickiness and its operationalization, providing a roadmap for understanding and further researching this topical issue.

Taking a fresh look at accepted wisdom, and presenting research findings that conflict with some established views, the book will be essential reading for academics and students addressing issues related to knowledge and the firm. Practising managers and MBA students will also find it of immense value.

 

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Contents

Introduction
1
Stickiness Best Practices and Knowledge Transfer
9
Transfers of knowledge might be sticky ie difficult
11
Stickiness
12
Detecting stickiness
13
Stickiness and Firm Performance
16
Appropriating rents through intrafirm transfer of practices
19
stickiness hinders rent appropriation
23
Predictors of difficulty overall
55
Summary
56
Research and Practical Implications
57
Implications for practice
64
Summary and Conclusion
68
Significance
69
not just incentives
73
Research Design
78

Predictors of Stickiness
25
Characteristics of source and stickiness
27
Characteristics of recipient and stickiness
29
Characteristics of context and stickiness
30
Types of Stickiness
33
A typology of stickiness
35
Case Studies
40
Wave II stalls
42
Colorado doesnt convert
45
teething problems of a converted Colorado
46
the SHOULD scenario does not persist
48
Summary
50
Statistical Findings
52
Predictors of difficulty for each stage of the transfer
53
indepth clinical examination of transfers
81
twostep largesample survey
84
introduction to the results of the extensive phase
92
Analysis and results of the extensive phase
95
Robustness of results of the extensive phase
99
Limitations
100
Appendix 2
102
Example of Cover Letter
107
Partial List of Practices Studied
108
Questionnaire Phase II
109
References
126
Index
136
Copyright

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Page 127 - Chakravarthy, BS and Doz, Y. (1992) Strategy Process Research: Focusing on Corporate Self-Renewal. Strategic Management 'journal, 13 (Summer): 5-15. Chew, WB, Bresnahan, TF, and Clark, KB (1990) Measurement, Coordination, and Learning in a Multiplant Network.

About the author (2003)

Gabriel Szulanski is Professor of Strategy at INSEAD, which is where he earned his PhD in Strategy in 1995. He joined the faculty of INSEAD in 2002 after serving on the faculty of the Wharton School of the University of Pennsylvania (1995/02). Gabriel's research interests focus on strategic management, with a specific focus on the management of knowledge assets and the making of strategy

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