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Motivation, Knowledge Transfer, and Organizational Forms

Author

Listed:
  • Margit Osterloh

    () (Institute for Research in Business Administration, University of Zurich, Plattenstrasse 14, CH-8032 Zurich, Switzerland)

  • Bruno S. Frey

    () (Institute for Empirical Economic Research, University of Zurich, Bl├╝mlisalpstrasse 10, CH-8006 Zurich, Switzerland)

Abstract

Employees are motivated intrinsically as well as extrinsically. Intrinsic motivation is crucial when tacit knowledge in and between teams must be transferred. Organizational forms enable different kinds of motivation and have different capacities to generate and transfer tacit knowledge. Since knowledge generation and transfer are essential for a firm's sustainable competitive advantage, we ask specifically what kinds of motivation are needed to generate and transfer tacit knowledge, as opposed to explicit knowledge.

Suggested Citation

  • Margit Osterloh & Bruno S. Frey, 2000. "Motivation, Knowledge Transfer, and Organizational Forms," Organization Science, INFORMS, vol. 11(5), pages 538-550, October.
  • Handle: RePEc:inm:ororsc:v:11:y:2000:i:5:p:538-550
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    File URL: http://dx.doi.org/10.1287/orsc.11.5.538.15204
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    References listed on IDEAS

    as
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    More about this item

    Keywords

    Motivation; Knowledge Transfer; Tacit Knowledge; Crowding Effects; Firm Theory; Resource-Based View;

    JEL classification:

    • A12 - General Economics and Teaching - - General Economics - - - Relation of Economics to Other Disciplines
    • J33 - Labor and Demographic Economics - - Wages, Compensation, and Labor Costs - - - Compensation Packages; Payment Methods
    • L22 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - Firm Organization and Market Structure
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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