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Sources of Knowledge Acquisition by U. S. Managers: An Empirical Analysis

Sources of Knowledge Acquisition by U. S. Managers: An Empirical Analysis

Jaideep Motwani, Pradeep Gopalakrishna, Ram Subramanian
Copyright: © 2003 |Pages: 15
ISBN13: 9781591400325|ISBN10: 1591400325|EISBN13: 9781591400721
DOI: 10.4018/978-1-59140-032-5.ch002
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MLA

Motwani, Jaideep, et al. "Sources of Knowledge Acquisition by U. S. Managers: An Empirical Analysis." Knowledge and Information Technology Management: Human and Social Perspectives, edited by Angappa Gunasekaran, et al., IGI Global, 2003, pp. 14-28. https://doi.org/10.4018/978-1-59140-032-5.ch002

APA

Motwani, J., Gopalakrishna, P., & Subramanian, R. (2003). Sources of Knowledge Acquisition by U. S. Managers: An Empirical Analysis. In A. Gunasekaran, O. Khalil, & S. Mahbubur (Eds.), Knowledge and Information Technology Management: Human and Social Perspectives (pp. 14-28). IGI Global. https://doi.org/10.4018/978-1-59140-032-5.ch002

Chicago

Motwani, Jaideep, Pradeep Gopalakrishna, and Ram Subramanian. "Sources of Knowledge Acquisition by U. S. Managers: An Empirical Analysis." In Knowledge and Information Technology Management: Human and Social Perspectives, edited by Angappa Gunasekaran, Omar E. M. Khalil, and Syed Mahbubur, 14-28. Hershey, PA: IGI Global, 2003. https://doi.org/10.4018/978-1-59140-032-5.ch002

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Abstract

Questionnaire surveys of 156 U.S. managers are used to study knowledge acquisition behaviors. The study specifically examined the relationship among perceived accessibility, perceived task complexity, and the information-gathering behavior of U.S. managers. One of the major conclusions resulting from this study is that the accessibility of an information source, and not the perceived complexity of the task at hand, influences the choice of source used. Other study results are discussed and implications are offered for practicing managers. In addition, a knowledge management framework based on perspectives of the various management disciplines is also presented.

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