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Performance implications of matching adaption and innovation cognitive style with explicit and tacit knowledge resources

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  • James M Bloodgood
  • Michael A Chilton

Abstract

Some organizations are more effective at using their knowledge resources than are others, and this can lead to performance differences among organizations with equivalent resources. One aspect of organizations that helps to explain differences in effective use of organizational resources is the cognitive styles of organization members. We propose that a better matching of cognitive style and knowledge resources will improve organizational performance through improved knowledge resource utilization. In particular, and based on adaption-innovation theory (Kirton, 1976), we propose that teams of individuals with an adaptor cognitive style will perform better when explicit knowledge is available and teams of individuals with an innovator cognitive style will perform better when tacit knowledge is available. In addition, when there are significant differences in cognitive styles among a team of organizational members we suggest that training can improve the successful use of available organizational knowledge resources.

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  • James M Bloodgood & Michael A Chilton, 2012. "Performance implications of matching adaption and innovation cognitive style with explicit and tacit knowledge resources," Knowledge Management Research & Practice, Taylor & Francis Journals, vol. 10(2), pages 106-117, June.
    • Handle: RePEc:taf:tkmrxx:v:10:y:2012:i:2:p:106-117
    DOI: 10.1057/kmrp.2012.3
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    Cited by:

    1. Wasim-ul-REHMAN,* & Nabila ASGHAR** & Hafeez ur Rehman***, 2017. "Knowledge Sharing Practices on Performance: Role of Intellectuals on South Asian Perspective," Pakistan Journal of Applied Economics, Applied Economics Research Centre, vol. 27(2), pages 297-329.

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