Scholars and practitioners have identified the management of organizational knowledge

as a key source of competitive advantage, particularly in complex organizations that

consist of multiple divisions, products, and units. In particular, distributed local

knowledge in an organization becomes organizational knowledge when different parts of

the organization possess or know where to acquire this knowledge (Lessard & Zaheer,

1996). The problem of integrating and making distributed knowledge widely available is

particularly interesting in the complex organization because pockets of knowledge may

exist across organizational boundaries and may even span nations and cultures (Bartlett,

1986; Ghoshal & Bartlett, 1988).