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When and How Trustworthiness Matters: Knowledge Transfer and the Moderating Effect of Causal Ambiguity

Author

Listed:
  • Gabriel Szulanski

    (Department of Strategy and Management, INSEAD, Asia Campus, Ayer Rajah Avenue, 138676 Singapore)

  • Rossella Cappetta

    (Institute of Organization and Information Systems, and SDA Bocconi School of Management, Bocconi University, Viale Isonzo, 23, 20135 Milan, Italy)

  • Robert J. Jensen

    (Department of Organizational Leadership and Strategy, Marriott School of Management, Brigham Young University, 772 TNRB, Provo, Utah 84602)

Abstract

The recognition that better use of existing internal knowledge could enhance survival chances of organizations has spawned substantial interest in the transferability of routinized, experiential learning to additional settings within the organization. Previous research has established that trustworthiness of the source enhances such knowledge transfer. More recent work, however, suggests that this may not always be the case. Yet, little systematic attention has been paid to moderating conditions. The major purpose of this paper is to identify a moderator, causal ambiguity, which delineates the conditions as to when and how a recipient's perception of the trustworthiness of a source affects the effectiveness of the transfer of organizational practices.

Suggested Citation

  • Gabriel Szulanski & Rossella Cappetta & Robert J. Jensen, 2004. "When and How Trustworthiness Matters: Knowledge Transfer and the Moderating Effect of Causal Ambiguity," Organization Science, INFORMS, vol. 15(5), pages 600-613, October.
    • Handle: RePEc:inm:ororsc:v:15:y:2004:i:5:p:600-613
    DOI: 10.1287/orsc.1040.0096
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    References listed on IDEAS

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