Performance implications of matching adaption and innovation cognitive style with explicit and tacit knowledge resources / James M. Bloodgood in Knowledge management research and practice, Vol. 10 N° 2 (Juin 2012)  

Public ISBD [article]  inKnowledge management research and practice > Vol. 10 N° 2 (Juin 2012) . - pp. 106-117 Titre : Performance implications of matching adaption and innovation cognitive style with explicit and tacit knowledge resources Type de document : texte imprimé Auteurs : James M. Bloodgood, Auteur ; Michael A. Chilton, Auteur Année de publication : 2012 Article en page(s) : pp. 106-117 Note générale : Management Langues : Anglais (eng) Mots-clés : Cognitive style Knowledge resources Organizational performance Résumé : Some organizations are more effective at using their knowledge resources than are others, and this can lead to performance differences among organizations with equivalent resources. One aspect of organizations that helps to explain differences in effective use of organizational resources is the cognitive styles of organization members. We propose that a better matching of cognitive style and knowledge resources will improve organizational performance through improved knowledge resource utilization. In particular, and based on adaption-innovation theory (Kirton, 1976), we propose that teams of individuals with an adaptor cognitive style will perform better when explicit knowledge is available and teams of individuals with an innovator cognitive style will perform better when tacit knowledge is available. In addition, when there are significant differences in cognitive styles among a team of organizational members we suggest that training can improve the successful use of available organizational knowledge resources. DEWEY : 658 ISSN : 1477-8238 En ligne : http://www.palgrave-journals.com/kmrp/journal/v10/n2/full/kmrp20123a.html [article] Performance implications of matching adaption and innovation cognitive style with explicit and tacit knowledge resources [texte imprimé] / James M. Bloodgood, Auteur ; Michael A. Chilton, Auteur . - 2012 . - pp. 106-117. Management Langues : Anglais (eng) in Knowledge management research and practice > Vol. 10 N° 2 (Juin 2012) . - pp. 106-117 Mots-clés : Cognitive style Knowledge resources Organizational performance Résumé : Some organizations are more effective at using their knowledge resources than are others, and this can lead to performance differences among organizations with equivalent resources. One aspect of organizations that helps to explain differences in effective use of organizational resources is the cognitive styles of organization members. We propose that a better matching of cognitive style and knowledge resources will improve organizational performance through improved knowledge resource utilization. In particular, and based on adaption-innovation theory (Kirton, 1976), we propose that teams of individuals with an adaptor cognitive style will perform better when explicit knowledge is available and teams of individuals with an innovator cognitive style will perform better when tacit knowledge is available. In addition, when there are significant differences in cognitive styles among a team of organizational members we suggest that training can improve the successful use of available organizational knowledge resources. DEWEY : 658 ISSN : 1477-8238 En ligne : http://www.palgrave-journals.com/kmrp/journal/v10/n2/full/kmrp20123a.html

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