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This paper presents a conceptual model of when and how knowledge demonstrability and superordinate social identity impact the likelihood that organizations capitalize on their knowledge resources. To test the model, an experimental methodology was used in which a member transfers from one group to another, transmitting knowledge in the form of a production routine. As predicted, work groups unlocked the knowledge transfer potential arising from personnel movement more often when they shared a superordinate identity than when they did not share such an identity, and this identity effect was moderated by knowledge demonstrability.
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