Organizational restructuring and the impact of knowledge transfer

Bibliographic Data

ID10142343
AuthorsZhiang Lin (0000-0001-8885-1907, The University of Texas at Dallas, corresponding author)
Year2000
Volume24
Issue2
Pages129-149
Publication date2000-02-01
Open AccessNo
TypeARTICLE
VenueJournal of Mathematical Sociology (JOURNAL)
Journal identifiersISSN: 0022-250X • E-ISSN: 1545-5874
PublisherTaylor & Francis (PUBLISHER • GB)
DOI10.1080/0022250x.2000.9990232
OpenAlexW2040511994
LanguageEN
Citations received1
References cited28

This paper examines the impact of knowledge transfer in organizational restructuring using a computer simulation model. The study demonstrates that the direction of the change, the nature of the external environment, and the learning mechanism can all influence how knowledge transfer affects organizational performance. Specifically, the study shows that organizations may suffer the most performance degradation through a vertical structural change. It also reveals that expansions tend to cause a greater impact on organizational performance while downsizings in an unpredictable environment can also be highly risky. The study further indicates that learning can be a very effective mechanism for rebuilding organizational knowledge and buffering the negative effect of organizational expansions, though its benefit may be limited under a predictable environment or in organizational downsizings

Business · Knowledge management · Knowledge transfer · Mechanism (biology · Organization development · Organizational behavior and human resources · Organizational change · Organizational commitment · Organizational learning · Organizational performance · Organizational studies · Political science · Public relations · Restructuring · Computer Science · Entrepreneurship Studies and Influences · Firm Innovation and Growth · Innovation and Knowledge Management · Psychology · Social Psychology

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