Morten T. Hansen

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The challenges of coming up with fresh ideas and realizing profits from them are different for every company. One firm may excel at finding good ideas but may have weak systems for bringing them to market. Another organization may have a terrific process for funding and rolling out new products and services but a shortage of concepts to develop. In this(More)
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 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 longer(More)
This paper explores how individual managers in multinational firms utilize their informal relations to create new knowledge. Specifically, how does the density of informal networks affect an actor’s ability to access and integrate diverse information and consequently their innovation performance? The arguments are developed using the setting of 79 senior(More)
We develop a contingency theory for how structural closure in a network, defined as the extent to which an actor’s network contacts are connected to one another, affects the initiation and adoption of change in organizations. Using longitudinal survey data supplemented with eight indepth case studies, we analyze 68 organizational change initiatives(More)
Social media and technologies have put connectivity on steroids and made collaboration more integral to business than ever. But without the right leadership, collaboration can go astray. Employees who try to collaborate on everything may wind up stuck in endless meetings, struggling to reach agreement. On the other side of the coin, executives who came of(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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