In this paper, we develop a multilevel model of knowledge retrieval in teams to explore how individuals on the periphery of knowledge networks—because of their inexperience, location, lack of social capital, gender, or role—access knowledge from such a knowledge repository.
Emerging artificial intelligence (AI) capabilities are ushering in significant changes in how enterprises operate – and raising a host of questions for organizations. In this Kenan Insight, we explore how changing the organizational mindset to treat AI as an “employee” may pave the way to fully reaping the benefits of AI systems.
H. Allen Andrew Distinguished Professor of Strategy and Entrepreneurship, UNC Kenan-Flagler Business School, and 2023 Kenan Institute Distinguished Fellow
To scale service operations requires sharing knowledge across the organization. However, prior work highlights that individuals on the periphery of organizational knowledge sharing networks may struggle to access useful knowledge at work. A knowledge repository (KR) has the potential to help peripheral individuals gain access to valuable knowledge because it is universally available and can be used without social interaction.
Distinguished Fellow Christine Moorman leverages data from The CMO Survey to uncover the view of marketplace threats and resilience strategies from the perspective of actual managers as part of our 2024 Grand Challenge.
How do firms try to retain workers in a tight labor market? New research finds that employers use a variety of pay and nonpay mechanisms but that multiplant companies may find the nonpay options more cost-effective.
In this special issue, we review 14 articles published in Organization Science over the past 25 years examining large-scale collaborations (LSCs) tasked with knowledge dissemination and innovation. LSCs involve sizeable pools of participants carrying out a common mission such as developing open-source software, detector technologies, complex architecture, encyclopedias, medical cures, or responses to climate change.
In a new study, researchers examine how the rising economic power of technology and finance firms has contributed to regional income disparities across America.
The mobility of individual managers has long presented a problem for firms in knowledge-intensive industries. Shifting to more complex work often reduces the importance of a single individual’s knowledge for the firm’s exchange relationships because complex work requires inputs from a broader set of the firm’s members.
There is no doubt that the COVID-19 crisis has devastated the U.S. economy. But the particulars of this devastation are difficult to gauge, because unique aspects of the of the pandemic distort the data commonly used to assess such situations. In this Kenan Insight, we take a deep dive into the data to learn what it actually tells us about the economic impact of COVID-19, and suggest possibilities for a restart and recovery of the U.S. economy.
Much has been said (and rightly so) about the catastrophic effects of the COVID-19 pandemic. But there is another side to the crisis. It’s a story of hope, based on collaboration and innovation. As healthcare needs and economic hardships intensify, entrepreneurs around the globe are stepping up to create solutions that will not only address immediate needs, but also effect long-lasting change. A panel of Kenan Institute-convened experts discussed this surge of innovation in response to COVID-19 on April 7, 2020. The full recording of this press briefing–-along with a deeper-dive analysis on the drivers of innovation amid the crisis by UNC Kenan-Flagler Professors Mahka Moeen and Chris Bingham-–is available in this week’s Kenan Insight.
Business incubators are taking on a greater role in the development of entrepreneurial ecosystems, but debate continues over whether, how and in what situations they work. In this Kenan Insight, we explore what makes incubators successful and how communities can determine if one is right for them.
The U.S. Supreme Court struck down the “Chevron deference,” a legal doctrine that grants regulatory agencies authority in interpreting statutes. The decision could significantly alter the regulatory landscape.
Organizational, economic, and technology forces are encouraging organizations to experiment with new ways to develop their strategic priorities (Chesbrough & Appleyard, 2007). One such new approach is Open Strategy (OS), an approach that increasingly relies on the use of online digital platforms. OS refers to the process by which an organization’s strategy for the future is developed in a planned or inadvertent manner with more transparency for all stakeholders and/or inclusion of different stakeholders compared to conventional strategy-making processes (Hautz et al., 2017; Mack & Szulanski, 2017; Whittington et al., 2011).
The objective of this article is to promote discussions and educational efforts among Ph.D. students, scholars, referees, and editors in strategic management regarding the repeatability and cumulativeness of our statistical research knowledge.
This study uses learning theory to show how knowledge domains affect product extension decisions and how these product decisions change as firms age. Faced with the choice of new product-markets, a firm might decide to introduce a similar product, by leveraging existing firm knowledge, or to experiment with a less familiar product, which requires new knowledge.
We examine firms' technological investments during an industry's incubation stage—the period between a technological breakthrough and the first instance of its commercialization. We develop stylized findings regarding knowledge evolution preceding product evolution in an industry's life cycle, and highlight the importance for managers to think about “success” and “failure” across multiple yardsticks of performance, rather than only as product commercialization.