The Intersection of Organizational Identity, Knowledge, and Practice: Attempting Strategic Change Via Knowledge Grafting
研究了一家高科技研发组织试图通过嫁接非技术知识转型为市场导向型组织，但转型失败，揭示了组织身份、知识与实践的交叉阻碍了新知识发展并破坏了战略变革。
We investigated the attempt of a high-technology R&D organization to transform into a market-oriented organization by “grafting” new, nontechnological knowledge. The intended strategic transformation did not succeed for reasons with wide implications for theory and research. Our findings suggest that the intersection of organizational identity, knowledge, and practice hindered the development of the new knowledge and undermined the broader strategic transformation effort itself. The failure of the graft revealed a previously underrecognized relationship between identity and knowledge that manifested itself in organization members' efforts to preserve the collective practices that characterized how they used knowledge in accomplishing their work.