Exploring internal stickiness: Impediments to the transfer of best practice within the firm
Exploring internal stickiness: Impediments to the transfer of best practice within the firm
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DOI：
10.1002/smj.4250171105
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发表时间：
1996-12
影响因子：
1.1
通讯作者：
Gabriel Szulanski
中科院分区：
文献类型：
--
作者：
Gabriel Szulanski
在企业内部传递最佳实践的能力，对于企业通过利用稀缺的内部知识获取租金来建立竞争优势的能力至关重要。正如企业的独特竞争力可能难以被其他企业模仿一样，其最佳实践在企业内部也可能难以被模仿。然而，对于这种内部的粘性，人们很少给予系统的关注。作者分析了知识转移的内部粘性，并使用典型相关分析对一个数据集进行了测试，该数据集包含了对8家公司的122次最佳实践转移的271次观察结果。与主要归咎于动机因素的传统观点相反，研究结果表明，内部知识转移的主要障碍是与知识相关的因素，比如接受者缺乏吸收能力、因果模糊性以及知识源和接受者之间的复杂关系。最佳实践的识别和转移受到保密性和法律障碍的阻碍比外部转移要小，在20世纪90年代后半期，它们可能成为最重要和最普遍的实际管理问题之一。在其他条件相同的情况下，这些问题起初不那么复杂，解决起来可能更快。有了有意义的详细绩效数据，采用全面质量管理、标杆管理和流程再造等基于事实的管理方法的企业，可以定期比较其各部门在运营维度上的绩效。虽然证据稀少但很明确，这些比较常常揭示出各部门之间令人惊讶的绩效差异，这表明企业内部需要提高知识利用效率（例如，周、布雷斯纳汉、伍德拉夫，1992：74），而且通用汽车在各部门之间转移制造实践时遇到了很大困难，IBM也取得了有限的成功。
The ability to transfer best practices internally is critical to a firtn's ability to build competitive advantage through the appropriation of rents from scarce internal knowledge. Just as a firm's distinctive competencies tnight be dificult for other firms to imitate, its best prczctices could be dfficult to imitate internnlly. Yet, little systematic attention has been pcrid to such internal stickiness. The author analyzes itlterrzal stickiness of knowledge transfer crnd tests the resulting model using canonical correlation analysis of a data set consisting of 271 observations of 122 best-practice transfers in eight companies. Contrary to corzverztiorzrzl wisdom that blames primarily motivational factors, the study findings show the major barriers to internal knowledge transfer to be knowledge-related factors such as the recipient's lack oj absorptive capacity, causal anzbiguity, and an arciuous relationship between the source and the recipient. The identification and transfer of best practices cally are hindered less by confidentiality and legal is emerging as one of the most important and obstacles than external transfers, they could be widespread practical management issues of the faster and initially less complicated, all other latter half of the 1990s. Armed with meaningful, things being equal. For those reasons, in an era detailed performance data, firms that use fact- when continuous organizational learning and based management methods such as TQM, bench- relentless performance improvement are needed to marking, and process reengineering can regularly remain competitive, companies must increasingly compare the performance of their units along resort to the internal transfer of capabilitie~.~ operational dimensions. Sparse but unequivocal Yet, experience shows that transferring capaevidence suggests that such comparisons often bilities within a firm is far from easy. General reveal surprising performance differences between Motors had great difficulty in transferring manuunits, indicating a need to improve knowledge facturing practices between divisions (Kerwin and utilization within the firm (e.g., Chew, Bresnahan, Woodruff, 1992: 74) and IBM had limited suc