We extend March's model of exploration and exploitation to consider how environmental turbulence impacts organizational knowledge in hierarchies of varying size and depth. We then evaluate additional effects of a knowledge management (KM) system that collects and shares knowledge from expert...

Presently, certain U.S. government agencies face hyperturbulent environments, where organic, information-intensive changes occur rapidly with little warning. No one individual harbors sufficient knowledge to either mitigate negative outcomes or capitalize on positive opportunities. Knowledge...

Our case study starts by describing the Sermo business model, the knowledge application, company financials, and potential indicators of success. Second, we examine the metrics behind the performance of Sermo and the challenges faced by its model. Third, we extend our inquiry to consider how...

We seek to develop eight theoretical propositions relating use of a knowledge management system to improved performance in either the public or private sectors if employee perceptions of an organization's (1) formal incentives, (2) normative values, (3) inter-employee trust, and (4) enabling...

For knowledge-intensive, information-sensitive organizations, we suggest two orthogonal constructs, namely the perceived levels of knowledge sharing and knowledge protection, influence the perceived levels of organizational performance, to include the constructs of organizational responsiveness...

James G. March conceived organizational learning as a balance between the exploration of new alternatives and the exploitation of existing competencies in an organization. This study extends March's model to consider exploration and exploitation in a hierarchical organization. First, the effect...