1,721,099 research outputs found
Neapolitanus II.C.32 : A New Source for the Text of Pausanias
No full textWilliams Frederick. Neapolitanus II.C.32 : A New Source for the Text of Pausanias. In: Scriptorium, Tome 36 n°2, 1982. pp. 190-218
Williams, Frederick Leslie, [No Service Number]
No full textThis record was harvested from a previous catalogue system and will be withdrawn in 2025. Information in this record may be superseded or incomplete. Visit this record in UMA's new catalogue at: https://archives.library.unimelb.edu.au/nodes/view/425961Surname: WILLIAMS. Given Name(s) or Initials: FREDERICK LESLIE. Military Service Number or Last Known Location: [No Registration Number]. Missing, Wounded and Prisoner of War Enquiry Card Index Number: 13016.252792
Item: [2016.0049.58222] "Williams, Frederick Leslie, [No Service Number]
Transfer in context: replication and adaptation in knowledge transfer
No full textThis paper explores the role of replication and adaptation in knowledge transfer relationships. I develop a model of knowledge transfer in which firms replicate because knowledge is ambiguous and adapt because knowledge depends on context. In the model, firms replicate morewhen knowledge is discrete and adapt more when they understand the interactions between different areas of knowledge. Replication and adaptation lead to successful knowledge transfer, which leads to improved performance of the receiving unit. The predictions are tested using a survey of cross-border knowledge transfer relationships among firms in the telecommunications industry. The results are largely consistent with the model and point to potential areas for future research, such as the drivers of replication, the depreciation rate of knowledge, and the role of understanding in organizational knowledge
Structural knowledge: how executive experience with structural composition affects intrafirm mobility and structural change
No full textThis article explores how knowledge embodied in executives is tied to the organizational context in which it develops. Drawing on the knowledge based view of the firm and human capital theory, we predict that executives will move between units with similar ‘structural composition’—a characteristic representing unit origin (as acquired or internally developed) and how the unit was reconfigured. We further argue that executives will be conduits of organizational change. We predict that units receiving more transferred executives, executives with recombination experience, and executives from core internal units will have a greater likelihood of being recombined, while units receiving executives from previously acquired units will tend to remain unchanged. The study examines a 20-year panel of 48 multidivisional firms from the U.S. medical sector
Focusing firm evolution: the impact of information infrastructure on market entry by U.S. telecommunications firms, 1984-1998
No full textOrganization structure acts as a lens on the environment, gathering information and shaping its flow through a firm to inform managers’ choices. This shaping of information flow happens through an organization’s operating units, which selectively process information from the environment, and through the links between them, which pass information between units. We explore the relationship between this “information infras-tructure” and firm strategy using structure and service information from the eight largest telephone service
providers in the United States from 1984 to 1998. We find that firms with more units that scan areas of oppor-tunity are more likely to enter a market, while firms with more units that scan nonfocal areas are less likely to enter the market. We also find that personnel links between units and the corporate level of the firm often con-strain entry to new markets by dampening a unit’s appetite for risk. Personnel links between operating units, on the other hand, can make a firm more likely to enter new markets, particularly when the cooperating units combine different sets of information. Thus, a firm’s information infrastructure plays a dual role in shaping firm evolution, leading toward some paths and away from others
Dominant logic: how executive movement shapes strategic change in medical firms
No full textNo abstract availabl
Book review: sticky knowledge: barriers to knowing in the firm
No full textThis book on sticky knowledge addresses an important ques-tion for managers: Why don’t best practices spread within organizations? Gabriel Szulanski, professor of strategy and management at INSEAD, explores the effect of knowledge barri-ers and motivational barriers on knowledge transfer
Where do you come from? The effect of new executives’ experience and industry on growth
No full textThis study examines how selecting new top management team members
from the pool of mid-level managers rather than those with experience
on another top management team affects firms’ growth. Using data from
U.S. cellular firms (1983-1998), we compare the impact of promoting
internally with hiring senior executives or middle managers from other
firms. In addition, we compare outside executives added from within the
industry to those added from outside the industry. We find that adding
mid-level executives from outside the firm is positively associated with
subsequent growth, and this contrasts sharply with the lack effect for
senior executives. However, the value of experience from outside the
industry declines as time goes on, suggesting an increase in the industryspecific
knowledge requirements as the industry age
Growing pains: the effect of pre-entry experience on impediments to growth
No full textWe examine how entrepreneurial entry by diversifying and de novo firms in new industries leads to different levels of performance. We propose that these types of firms differ in dynamic capabilities, which help them overcome growth impediments and transition to incumbency in the industry. Growth impediments arise at larger size, older tenure levels in industry, and after technological discontinuities. Because of their prior experience, diversifying firms are better equipped to handle the challenges of impediments to growth. Meanwhile, de novo firms, ostensibly tailor-made for the targeted industry, are more likely to stumble over these growth challenges, and eventually lag behind diversifying firms. We find support for our hypotheses using a near census of firms in the U.S. wireless telecommunications industry over the 1983–2004 period
A window on the world: how firm structure shapes the evolution of U.S. telecommunications firms, 1984-1998
No full textThis paper explores how organizational structure shapes the evolution and adaptation of firms. Specifically, we examine how structure influences the way firms process information from the environment and between separate units of the firm. We argue that a firm's division structure shapes how the information from the environment is shared and transmitted through the company. Thus we predict that firms are more likely to enter markets that match the information characteristics of its operating units. In addition, we predict that horizontal links between operating units that match a market will make a firm more likely to enter that market. We operationalize and test our hypotheses using a sample of U.S. local telephone companies. The dataset is composed of structure and service information from the 8 largest local telephone service providers in the U.S. from 1984 to 1998. The results confirm the role that division structure plays in shaping the evolution of firms. For linkages between units, the results suggest that these coordination structures embed units in both information and influence networks, and thus linkages play a more complex role in shaping the actions of organizations than we hypothesize
- …
