This paper differs from previous examinations of organizational learning in that it is broader in scope and more evaluative of the literatures. Four constructs related to organizational learning knowledge acquisition, information distribution, information interpretation, and organizational memory are articulated, and the literatures related to each are described and critiqued.

The literature on knowledge acquisition is voluminous and multi-faceted, and so the knowledge acquisition construct is portrayed here as consisting of five subconstructs or subprocesses: 1 drawing on knowledge available at the organization's birth, 2 learning from experience, 3 learning by observing other organizations, 4 grafting on to itself components that possess knowledge needed but not possessed by the organization, and 5 noticing or searching for information about the organization's environment and performance. Examination of the related literatures indicates that much has been learned about learning from experience, but also that there is a lack of cumulative work and a lack of integration of work from different research groups. Similarly, much has been learned about organizational search, but there is a lack of conceptual work, and there is a lack of both cumulative work and syntheses with which to create a more mature literature. Congenital learning, vicarious learning, and grafting are information acquisition subprocesses about which relatively little has been learned.

The literature concerning information distribution is rich and mature, but an aspect of information distribution that is central to an organization's benefitting from its learning, namely how units that possess information and units that need this information can find each other quickly and with a high likelihood, is unexplored. Information interpretation, as an organizational process, rather than an individual process, requires empirical work for further advancement. Organizational memory is much in need of systematic investigation, particularly by those whose special concerns are improving organizational learning and decision making.

https://www.jstor.org/stable/pdfplus/2634941.pdf

Organizational Learning: The Contributing Processes and the Literatures

While computer-mediated communication use and research are proliferating rapidly, findings offer contrasting images regarding the interpersonal character of this technology. Research trends over the history of these media are reviewed with observations across trends suggested so as to provide integrative principles with which to apply media to different circumstances. First, the notion that the media reduce personal influences—their impersonal effects—is reviewed. Newer theories and research are noted explaining normative “interpersonal” uses of the media. From this vantage point, recognizing that impersonal communication is sometimes advantageous, strategies for the intentional depersonalization of media use are inferred, with implications for Group Decision Support Systems effects. Additionally, recognizing that media sometimes facilitate communication that surpasses normal interpersonal levels, a new perspective on “hyperpersonal” communication is introduced. Subprocesses are discussed pertaining to re...

Computer-Mediated Communication Impersonal, Interpersonal, and Hyperpersonal Interaction

Pursuing a nodal (i.e., subsidiary) level of analysis, this paper advances and tests an overarching theoretical framework pertaining to intracorporate knowledge transfers within multinational corporations (MNCs). We predicted that (i) knowledge outflows from a subsidiary would be positively associated with value of the subsidiary’s knowledge stock, its motivational disposition to share knowledge, and the richness of transmission channels; and (ii) knowledge inflows into a subsidiary would be positively associated with richness of transmission channels, motivational disposition to acquire knowledge, and the capacity to absorb the incoming knowledge. These predictions were tested empirically with data from 374 subsidiaries within 75 MNCs headquartered in the U.S., Europe, and Japan. Except for our predictions regarding the impact of source unit's motivational disposition on knowledge outflows, the data provide either full or partial support to all of the other elements of our theoretical framework. Copyright © 2000 John Wiley & Sons, Ltd.

https://www.jstor.org/stable/pdfplus/3094239.pdf

Knowledge flows within multinational corporations

Border Gateway Protocol (BGP) is the protocol backing the core routing decisions on the Internet. It maintains a table of IP networks or 'prefixes' which designate network reachability among autonomous systems (AS). Point of concern in BGP is its lack of effective security measures which makes Internet vulnerable to different forms of attacks. Many solutions have been proposed till date to combat BGP security issues but not a single one is deployable in practical scenario. Any security proposal with optimal solution should offer adequate security functions, performance overhead and deployment cost. This paper critically analyzes the deployment issues of best three proposals considering trade-off between security functions and performance overhead.

Comparative analysis of

Several theories and much experimental research on relational tone in computer-mediated communication (CMC) points to the lack of nonverbal cues in this channel as a cause of impersonal and task-oriented messages. Field research in CMC often reports more positive relational behavior. This article examines the assumptions, methods, and findings of such research and suggests that negative relational effects are confined to narrow situational boundary conditions. Alternatively, it is suggested that communicators develop individuating impressions of others through accumulated CMC messages. Based upon these impressions, users may develop relationships and express multidimensional relational messages through verbal or textual cues. Predictions regarding these processes are suggested, and future research incorporating these points is urged.

Interpersonal Effects in Computer-Mediated Interaction: A Relational Perspective

Although information-seeking efforts during organisational entry are of critical importance to newcomers' successful organisational assimilation, the means by which new hires seek information has received scant research attention. Consequently, in this article we develop a theoretical model depicting factors that may affect newcomers' information-seeking behaviors, examine the means or tactics by which they seek information, and present a series of heuristically-oriented propositions concerning newcomers' use of these tactics.

Information seeking during organizational entry: influences, tactics, and a model of the process

PART ONE: THEORETICAL ISSUES Editors' Overview Communication Theory and Organizational Communication - Kathleen J Krone, Fredric M Jablin and Linda L Putnam Multiple Perspectives Evolving Perspectives in Organization Theory - Nancy Euske and Karlene H Roberts Communication Implications Translating Organizational Theory - Phillip K Tompkins Symbolism Over Substance Theorizing About Organizational Communication - Karl E Weick PART TWO: CONTEXT: INTERNAL AND EXTERNAL ENVIRONMENTS Editors' Overview Information Environments - George P Huber and Richard L Daft Corporate Discourse - George Cheney and Steven L Vibbert Public Relations and Issue Management Communication Climate in Organizations - Raymond L Falcione, Lyle Sussman and Richard Herden Organizational Culture - Linda Smircich and Marta B Calas A Critical Assessment Cross-Cultural Perspectives - Harry C Triandis and Rosita D Albert PART THREE: STRUCTURE: PATTERNS OF ORGANIZATIONAL RELATIONSHIPS Editors' Overview Emergent Communication Networks - Peter M Monge and Eric M Eisenberg Superior-Subordinate Communication - Fred Dansereau and Steven E Markham Multiple Levels of Analysis Formal Organization Structure - Fredric M Jablin Information Technologies - Mary J Culnan and M Lynne Markus PART FOUR: PROCESS: COMMUNICATION BEHAVIOR IN ORGANIZATIONS Editors' Overview Message and Message Exchange Processes - Cynthia Stohl and W Charles Redding Power, Politics and Influence - Peter J Frost Conflict and Negotiation - Linda L Putnam and Marshall Scott Poole Message Flow and Decision-Making - Charles O'Reilly, Jennifer Chatman and John C Anderson Feedback, Motivation and Performance - Louis P Cusella Organizational Entry, Assimilation, and Exit - Fredric M Jablin

Handbook of Organizational Communication: An Interdisciplinary Perspective

Preface Acknowledgments Approaches to Research on the Communicative Constitution of Organizations - Boris Brummans, Francois Cooren, Daniel Robichaud, James Taylor Communicating Identity and Identification in and Around Organizations - George Cheney, Lars Christensen, Stephanie Dailey Communicating Work-Life Issues: Policies, Practices, and Opportunities - Erika Kirby, Patrice Buzzanell Communication, Organizing, & Social Movements - Shiv Ganesh, Cynthia Stohl Conceptual Foundations: Theory Debate, Contested Histories, Generative Struggles - Stanley Deetz, Elizabeth Rush Critical Theory and Postmodernism - Dennis Mumby Diverse Voices, Alternative Rationalities and (the) Spaces In-Between: Decolonizing Organizational Communication - Kirsten Broadfoot Diverse Voices, Alternative Rationalities and (the) Spaces In-Between: Decolonizing Organizational Communication and Other Adventures - Debashish Munshi Embedded Teams - Andrea Hollingshead, David Seibold, Kay Yoon Engaged Scholarship and Democracy - Sarah Dempsey, Kevin Barge Feminist Organizational Communication Theory - Karen Ashcraft Field Research in Organizational Communication - Marya Doerfel, Jennifer Gibbs Globalization and Social Justice Organizations - Cynthia Stohl, Shiv Ganesh Incivility, Destructive Workplace Behavior, & Bullying - Vincent Waldron, Jeffrey Kassing Information & Communication Technologies in Organizations - Ronald Rice, Paul Leonardi Institutional Theory: A Fertile Field for Organizational Communication - John Lammers, Mattea Garcia Introduction Section I: Theories of Organizational Communication - Patricia Sotirin Introduction Section II: Research Methods in Organizational Communication Studies - Patricia Riley Introduction Section III: Communication & the Postbureaucratic Organization - James Barker Introduction Section IV: Managing Organizational Knowledge, Meaning & Change - Kathleen Krone Introduction Section V: Organizations, Stakeholders, & Conflict - Steve May Introduction Section VI: Examining the Organization-Society Relationship - Janet Fulk Knowledge & Knowing in Organizational Communication - Timothy Kuhn Leadership Communication - Gail Fairhurst, Stacey Connaughton Mixed Methods: When More Really is More - Karen Myers Organizational Change and Innovation - Laurie Lewis Organizational Communication, Ethics, and Responsibility - Steve May, Juliet Roper Organizational Culture: Creating Meaning and Influence - JoAnn Keyton Organizational Discourse Analysis - Gail Fairhurst, Linda Putnam Organizational Networks - Noshir Contractor, Michelle Shumate Organizing and Difference - Patricia Parker Organizing Ethnography and Qualitative Approaches - Sarah Tracy, Patricia Geist-Martin Power & Resistance in Organizational Communication - Heather Zoller Socialization and Assimilation: Theories, Processes, and Outcomes - Michael Kramer, Vernon Miller Structuration Theory - Robert McPhee, Marshall Poole, Joel Iverson Systems Theory - Marshall Poole Organizational Emotions and Compassion at Work - Katherine Miller Workplace Relationships - Patricia Sias The Future of Organizational Communication - Dennis Mumby, Linda Putnam Author Index Subject Index About the Editors About the Contributors

Fredric M. Jablin

Papers

Information seeking during organizational entry: influences, tactics, and a model of the process

Handbook of Organizational Communication: An Interdisciplinary Perspective

The Sage handbook of organizational communication : advances in theory, research, and methods

The New Handbook of Organizational Communication

Organizational Entry, Assimilation, and Disengagement/Exit