Coordinating knowledge transfer: Global managers as higher-level intermediaries |
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| Authors: | Gerardo Patriotta Anna Castellano Mike Wright |
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| Affiliation: | 1. Nottingham University Business School, United Kingdom;2. E.ON, United Kingdom;3. Imperial College Business School, United Kingdom;1. Department of Electrical Engineering, University of Mohaghegh Ardabili, Ardabil, Iran;2. Centre of Excellence for Power System Automation and Operation, Department of Electrical Engineering, Iran University of Science and Technology, Tehran, Iran;1. Department of Management and Organization, Hanken School of Economics, P.O. Box 479, FIN-00101 Helsinki, Finland;2. Department of Management, University of Vaasa, P.O. Box 700, FIN-65101 Vaasa, Finland;1. School of Business, Trinity College Dublin, Dublin 2, Ireland;2. Department of Management, J.E. Cairnes School of Business & Economics, National University of Ireland, Galway, Ireland;3. School of Business, Society, and Engineering, Mälardalen University, Sweden;4. Department of Strategy and Entrepreneurship, BI Norwegian Business School, Box 883, 721 23 Västerås, Sweden;1. Faculty of Entrepreneurship, University of Tehran, 16th Street, North Karegar Avenue, Tehran, Iran;2. Southampton Business School, University of Southampton, Highfield Campus, Southampton SO17 1BJ, United Kingdom;3. Essex Business School, University of Essex, Elmer Approach, Southend on Sea, Essex SS1 1LW, United Kingdom;1. Manchester Business School, University of Manchester, Booth Street West, Manchester M15 6PB, UK;2. Department of International Business and Asian Studies, Griffith Business School, Griffith University, 170 Kessels Road, Nathan, QLD 4111, Australia |
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| Abstract: | In their day-to-day work, global managers exchange knowledge with individuals and teams scattered across the organizational network in order to make progress on current projects. Drawing on a case study of a global organization, we show that a core challenge of managerial work is associated with coordinating knowledge that is spatially dispersed and temporally fragmented. To address this challenge, we discuss the notion of ‘higher-level intermediary’ as a managerial role that provides coordination across functional and geographical boundaries by making knowledge sources available, connecting the parties to the transfer, and generating opportunities for knowledge exchange. These higher-level intermediaries act as ‘ambidextrous ties’ able to connect formal and informal knowledge search and transfer mechanisms. |
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