Learning by Seconding: Evidence from National Science Foundation Rotators

We study knowledge flows between organizations through secondments, short-term employee assignments at an organization different from the home institution. Secondments allow the sending organization to capture knowledge and network resources from the receiving organization without an organization-le...

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Bibliographic Details
Published in:Organization science (Providence, R.I.) R.I.), 2019-05, Vol.30 (3), p.528-551
Main Authors: Kolympiris, Christos, Hoenen, Sebastian, Klein, Peter G.
Format: Article
Language:English
Subjects:
Academic staff
coarsened exact matching
Colleagues
Corporate culture
Corporate management
Information sharing
Knowledge
Knowledge acquisition
knowledge flows
Learning
National Science Foundation
organizational learning
Peer review
Professional development
Rent-seeking
Roles
Rotation
rotator
Scientists
Secondment
secondments
Social identity
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Summary:We study knowledge flows between organizations through secondments, short-term employee assignments at an organization different from the home institution. Secondments allow the sending organization to capture knowledge and network resources from the receiving organization without an organization-level contract, alliance, or colocation, a process we term learning by seconding . We focus on the National Science Foundation (NSF) rotation program, under which the NSF employs academics, called rotators, on loan from their university, to lead peer reviews. We ask how rotators affect the behavior of their academic colleagues after returning from a secondment. Using difference in differences estimations, we show that rotators’ colleagues raise considerably more research funds than similar scientists who do not have a rotator colleague. Additional quantitative and qualitative evidence implies that the treatment effect occurs via knowledge transfer, as rotators help generate ideas, frame proposals, and explain processes, rather than rent-seeking on the part of the rotator. Overall, the results suggest that strong ties and shared social identity play an important role in organizational knowledge acquisition. The online appendix is available at https://doi.org/10.1287/orsc.2018.1245 .
ISSN:1047-7039
1526-5455
DOI:10.1287/orsc.2018.1245