What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Research on organizational knowledge transfer is burgeoning, and yet our understanding of its antecedents and consequences remains rather unclear. Although conceptual and qualitative reviews of the organizational knowledge transfer literature have emerged, no study has attempted to summarize previous quantitative empirical findings. As a first step towards that goal, we use meta-analytic techniques to examine how knowledge, organization and network level antecedents differentially impact organizational knowledge transfer. Additionally, we consolidate research on the relationship between knowledge transfer and its consequences. We also demonstrate how the intra- and inter-organizational context, the directionality of knowledge transfers, and measurement characteristics moderate the relationships studied. By aggregating and consolidating existing research, our study not only reveals new insights into the levers and outcomes of organizational knowledge transfer, but also provides meaningful directions for future research.

https://papers.ssrn.com/sol3/Delivery.cfm/joms_771.pdf?abstractid=1128718&mirid=1

Inter- and Intra-organizational knowledge transfer: a meta analytic review and assessment of its antecedents and consequences

Many papers have been published recently in the fields of strategy and international business research incorporating the role of organizational knowledge as a basis of firm competitive advantage. While such knowledge is normally developed within the firm, it is important that firms possess the ability to learn from others in order to meet the increasing pace of competition. Knowledge transfer, defined here as an event through which one organization learns from the experience of another, has thus become an important research area within the broader domain of organizational learning and knowledge management. This paper presents a theoretical framework, identifies key themes covered by the six articles included in the Special Issue on Inter-Organizational Knowledge Transfer, and then discusses priorities for future research.

http://core.ac.uk/download/pdf/1551895.pdf

Inter-Organizational Knowledge Transfer: Current Themes and Future Prospects

http://www.irantahgig.ir/wp-content/uploads/20010.pdf

Absorptive capacity, innovation, and financial performance

Supplier integration—Finding an optimal configuration

A Longitudinal Study of the Impact of R&D, Patents, and Product Innovation on Firm Performance

Protecting knowledge in strategic alliances: Resource and relational characteristics

https://isiarticles.com/bundles/Article/pre/pdf/19990.pdf

Patricia M. Norman

Papers

A Longitudinal Study of the Impact of R&D, Patents, and Product Innovation on Firm Performance

Protecting knowledge in strategic alliances: Resource and relational characteristics

Knowledge acquisition, knowledge loss, and satisfaction in high technology alliances

Are your secrets safe? Knowledge protection in strategic alliances

Does it pay to be different? Competitive non-conformity under different regulatory regimes