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This paper explores the possibility that utilizing the firm's knowledge resources to complete important tasks can backfire and undermine competitive performance. Drawing on organizational capabilities and knowledge-sharing research, we develop a situated performance view that holds that the value of obtaining and using knowledge within a firm depends on the(More)
W e explore why some employees may be at a disadvantage in searching for information in organizations. The " small-world " argument in social network theory emphasizes that people are, on average, only a few connections away from the information they seek. However, we argue that such a network structure does not benefit everyone: some employees may have(More)
Authors' names appear in alphabetical order. Acknowledgements: We would like to thank Wenpin Tsai and three anonymous reviewers for their valuable comments on earlier versions of this paper. We also wish to acknowledge the helpful comments we received from Abstract We develop a contingency theory for how structural closure in a network, defined as the(More)
We develop a differentiated productivity model of knowledge sharing in organizations that proposes that different types of knowledge have different benefits for task units. In a study of 182 sales teams in a management consulting company, we find that sharing codified knowledge in the form of electronic documents saved time during the task but did not(More)
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