Match!
Linda Argote
Carnegie Mellon University
98Publications
37H-index
15.1kCitations
Publications 98
Newest
#1John JosephH-Index: 10
Last.J.P. Eggers (York University)
view all 0 authors...
#1Zur Shapira (York University)
#2Linda Argote (CMU: Carnegie Mellon University)H-Index: 37
Last.Liisa Välikangas (Hanken School of Economics)H-Index: 14
view all 0 authors...
#1Elina H. Hwang (UW: University of Washington)H-Index: 3
#2Param Vir Singh (CMU: Carnegie Mellon University)H-Index: 17
Last.Linda Argote (CMU: Carnegie Mellon University)H-Index: 37
view all 3 authors...
Many companies obtain new product ideas from their customers through innovation crowdsourcing. This study investigates how simultaneously participating in two crowdsourcing communities hosted by one firm, a customer support community and an innovation crowdsourcing community, affects an individual’s ability to generate novel, popular, and implementable ideas. A customer support crowdsourcing community is where customers help each other develop solutions to their current problems with a company’s...
#1Linda Argote (CMU: Carnegie Mellon University)H-Index: 37
#2Brandy Aven (CMU: Carnegie Mellon University)H-Index: 2
Last.Jonathan Kush (UMassD: University of Massachusetts Dartmouth)H-Index: 1
view all 3 authors...
We theorize that the effect of membership turnover on group processes and performance depends on a group’s communication network. We describe two mechanisms through which communication networks affect group performance: (1) the number of direct communication paths and (2) the clarity of the coordination logic. These mechanisms map onto two network dimensions: density, which affects a group’s behavior through the number of available communication paths, and centralization, which affects a group’s...
#1John M. Levine (University of Pittsburgh)H-Index: 40
#2Linda Argote (CMU: Carnegie Mellon University)H-Index: 37
#1Linda Argote (CMU: Carnegie Mellon University)H-Index: 37
#2Manpreet Hora (Georgia Institute of Technology)H-Index: 9
Organizational learning includes processes of creating, retaining and transferring knowledge and has implications for the performance and competitiveness of organizations. Given the knowledge-based view of resources inherent in management of technology (MOT), in this paper, we adopt an organizational learning framework that considers knowledge to be embedded in three major components of organizations – members, tasks and tools – and the networks formed by crossing them. We present research relat...
#1Carolyn D. EgelmanH-Index: 2
#2Dennis EppleH-Index: 35
Last.Erica R.H. FuchsH-Index: 12
view all 4 authors...
Extending research on organizational learning to multiproduct environments is of particular importance given that the vast majority of products are manufactured in such environments. We investigate learning in a multiproduct facility drawing on exceptionally rich data for a manufacturing firm that is a leading producer of high-technology hardware components. Weekly data for 10 years from the firm’s production and human resource tracking systems are augmented by surveys of managers and engineers ...
#1Ray ReagansH-Index: 17
#2Ella Miron-SpektorH-Index: 10
Last.Linda ArgoteH-Index: 37
view all 3 authors...
Considerable research has established the superior performance of teams on which team members utilize specialized knowledge and also develop transactive processes that promote coordination. Less is known, however, about the consequences for team performance when team members only possess one of the two productivity factors. We develop and test a framework highlighting the distinct challenges these teams will face. In particular, our results show that each productivity factor contributed signific...
#1Linda Argote (CMU: Carnegie Mellon University)H-Index: 37
#2Erin Fahrenkopf (CMU: Carnegie Mellon University)H-Index: 1
This article describes advances in the study of knowledge transfer in organizations over the fifteen years since Argote and Ingram (2000) appeared in Organizational Behavior and Human Decision Processes. Argote and Ingram developed mechanisms of knowledge transfer and discussed factors that facilitate or impede transfer. Conditions under which knowledge transfer improves organizational performance were identified and conditions under which knowledge transfer is a source of competitive advantage ...
#1Dorthe Døjbak Håkonsson (AU: Aarhus University)H-Index: 7
#2Jacob Eskildsen (AU: Aarhus University)H-Index: 19
Last.Børge Obel (AU: Aarhus University)H-Index: 22
view all 6 authors...
We analyze performance and emotions as antecedents and consequences of team strategic decisions to explore a new routine versus exploiting an existing one. In a laboratory study, we examine team decision making over time and draw causal inferences about the relationships among team emotions, team performance, and explore–exploit decisions. We use self-report data to measure team emotions, and validate results with psychophysiological data. We find that declines in performance increase the likeli...
12345678910