Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations
研究提出知识分享的生产率模型，发现编码知识（电子文档）节省时间但不提升质量或信号，个人建议提升质量和信号但不省时，且过程成本（文档返工、顾问努力不足）负面影响任务结果。
Abstract We develop a differentiated productivity model of knowledge sharing in organizations proposing that different types of knowledge have different benefits for task units. In a study of 182 sales teams in a management consulting company, we find that sharing codified knowledge in the form of electronic documents saved time during the task, but did not improve work quality or signal competence to clients. In contrast, sharing personal advice improved work quality and signaled competence, but did not save time. Beyond the content of the knowledge, process costs in the form of document rework and lack of advisor effort negatively affected task outcomes. These findings dispute the claim that different types of knowledge are substitutes for each other, and provide a micro‐foundation for understanding why and how a firm's knowledge capabilities translate into performance of knowledge work. Copyright © 2007 John Wiley & Sons, Ltd.