Engineering serendipity: When does knowledge sharing lead to knowledge production?
Engineering serendipity: When does knowledge sharing lead to knowledge production?
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DOI：
10.1002/smj.3256
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发表时间：
2021-06
影响因子：
8.3
通讯作者：
Lakhani KR
中科院分区：
文献类型：
--
作者：
Lane JN;Ganguli I;Gaule P;Guinan E;Lakhani KR
我们研究了两个人之间的知识相似性是如何系统地与偶然相遇导致知识产生的可能性相关的。我们在一个医学研究研讨会上进行了一项实地实验，在那里，我们在15,817对科学家之间进行了外源性的面对面交流。我们的数据包括使用社会计量徽章收集的互动模式的直接观察，以及科学家会后6年的详细纵向数据发表记录。我们发现，当他们有一些重叠的兴趣时，相互交流的科学家会获得更多的知识，并多合著1.2篇论文，但当他们来自同一领域时，相互引用的成果会减少3到7倍。我们的研究结果揭示了知识相似度对知识生产结果的协作和竞争效应。经理们经常试图通过鼓励员工之间偶然的互动来刺激创新，例如通过重新设计办公空间、召开会议和类似的活动。这些干预措施有效吗？本文提出，有效的相遇取决于个体共享共同知识的程度。我们发现，参加同一会议的科学家在有共同兴趣时更有可能相互学习和有效合作，但在同一领域工作时可能会相互竞争。因此，在设计面对面互动的机会时，管理者应该将知识相似性作为促进更有效交流的标准。https://www.youtube.com/watch?v=c7gCUtYb0dQ
We investigate how knowledge similarity between two individuals is systematically related to the likelihood that a serendipitous encounter results in knowledge production. We conduct a field experiment at a medical research symposium, where we exogenously varied opportunities for face‐to‐face encounters among 15,817 scientist‐pairs. Our data include direct observations of interaction patterns collected using sociometric badges, and detailed, longitudinal data of the scientists' postsymposium publication records over 6 years. We find that interacting scientists acquire more knowledge and coauthor 1.2 more papers when they share some overlapping interests, but cite each other's work between three and seven times less when they are from the same field. Our findings reveal both collaborative and competitive effects of knowledge similarity on knowledge production outcomes. Managers often try to stimulate innovation by encouraging serendipitous interactions between employees, for example by using office space redesigns, conferences and similar events. Are such interventions effective? This article proposes that an effective encounter depends on the degree of common knowledge shared by the individuals. We find that scientists who attend the same conference are more likely to learn from each other and collaborate effectively when they have some common interests, but may view each other competitively when they work in the same field. Hence, when designing opportunities for face‐to‐face interactions, managers should consider knowledge similarity as a criteria for fostering more productive exchanges. https://www.youtube.com/watch?v=c7gCUtYb0dQ
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