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new knowledge through interaction between and amongst organisations (Larsson,
Bengtsson, Henriksson, & Sparks, 1998).
Organisation learning is “the process of assimilating new knowledge into an
organisations knowledge base” (Autio, Sapienza, & Almeida, 2000, p. 911). March (1991)
used the terms ‘exploitation’ and ‘exploration’ to describe organisational learning.
Exploration is more about the discovery of new information, new methods, and new skills
to enter new areas in business. Exploitation is building on what already exists to improve
either its effectiveness or efficiency. Gray and Meister (2004) identified three forms of
knowledge sourcing behaviours that underpin organisational learning. Dyadic knowledge
sourcing behaviours refer to knowledge sourced in the context of a person-to-person
exchange. Published knowledge sourcing behaviours occur when a written document made
by a single provider can be utilised by multiple knowledge seekers. Group knowledge
sourcing behaviours occur when a number of knowledge seekers and sources are able to
exchange knowledge in open environment.
There are a myriad of ways through which an employee can source knowledge
external to the organisation (Lei, Hitt, & Bettis, 1996; Sherwood & Covin, 2008). These
include training, research, databases, journals, conferences, the internet, other individuals
and links with other organisations (Caloghirou, Kastelli, & Tsakanikas, 2004). Regardless
of the specific routines, it is the partner interface mechanisms, especially interactions
between people that provide the basis for knowledge transfer. Lower level employees
“must be well briefed on the partner’s strengths and weaknesses and understand how
acquiring particular skills will bolster their company’s competitive position” (Hamel et al.,
1989, p. 138). The need for interactions between people is particularly cogent for tacit
knowledge transfer given the unconscious manner through which tacit knowledge is usually
acquired (Berman et al., 2002; Lubit, 2001). Therefore it is evident that observation, or at
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