Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge Across Boundaries

Paul R. Carlile

doi:10.1287/orsc.1040.0094

journal article Oct 01, 2004

Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge Across Boundaries

Organization Science Vol. 15 No. 5 pp. 555-568 · Institute for Operations Research and the Management Sciences (INFORMS)

View at Publisher Save 10.1287/orsc.1040.0094

Abstract

The paper examines managing knowledge across boundaries in settings where innovation is desired. Innovation is a useful context because it allows us to explore the negative consequences of the path-dependent nature of knowledge. A framework is developed that describes three progressively complex boundaries—syntactic, semantic, and pragmatic—and three progressively complex processes—transfer, translation, and transformation. The framework is used to specify the practical and political mismatches that occur when innovation is desired and how this relates to the common knowledge that actors use to share and assess each other's domain-specific knowledge. The development and use of a collaborative engineering tool in the early stages of a vehicle's development is presented to illustrate the conceptual and prescriptive value of the framework. The implication of this framework on key topics in the organization theory and strategy literatures is then discussed.

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Details

Published: Oct 01, 2004
Vol/Issue: 15(5)
Pages: 555-568

Authors

P

Paul R. Carlile

Information Systems Department, School of Management, Boston University, 595 Commonwealth Avenue, Boston, Massachusetts 02215

Cite This Article

Paul R. Carlile (2004). Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge Across Boundaries. Organization Science, 15(5), 555-568. https://doi.org/10.1287/orsc.1040.0094

Transferring, Translating, and Transforming: An Integrative Framework for Managing Knowledge Across Boundaries

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