The automotive industry is a leader in the use of design agents to create components for new and redesigned vehicles. In the resulting interorganizational relationship, uncertainties at project inception add to the difficulty of delivering new component designs and force knowledge transference to comply with requirements as the project progresses. Organizational Information Processing Theory drives a research framework to examine the levels of knowledge exchange appropriate under prevailing uncertainty. A survey of over 300 design agencies validates the framework. Results show non-linear relationships with both positive and negative aspects of knowledge exchange that vary according to the levels of uncertainty, knowledge requirements, and exchange capacity. Theoretical implications include confirming mediated impacts of uncertainty and structured communication on project productivity plus the addition of precise alignment of knowledge requirements and knowledge exchanges. Design agencies must secure adequate, but not excessive, knowledge exchange. Researchers may consider the framework as a basis for extending the effect of uncertainty on consequential performance, as opposed to assuming uncertainty will impede effectiveness or testing uncertainty and managerial interventions as separate contingencies. Managers must work to carefully identify knowledge requirements at project commencement and establish appropriate communication structures and practices.

汽车行业是使用设计代理为新的和重新设计的车辆创建组件的领导者。在由此产生的组织间关系中，项目开始时的不确定性增加了交付新组件设计的难度，并且随着项目的进行，迫使知识转移必须符合要求。组织信息处理理论驱动着一个研究框架，以研究在当前不确定性下适当的知识交流水平。对300多家设计机构的调查证实了该框架。结果表明，知识交流的积极和消极方面都有非线性关系，这些关系根据不确定性，知识要求和交换能力的大小而变化。理论意义包括确认不确定性和结构化沟通对项目生产力的中介影响，以及对知识要求和知识交流的精确调整。设计机构必须确保充分但不过度的知识交流。研究人员可能会认为该框架是扩大不确定性对结果绩效影响的基础，而不是假设不确定性会阻碍有效性或将不确定性和管理干预作为单独的偶然性进行测试。管理人员必须努力在项目开始时仔细确定知识要求，并建立适当的沟通结构和实践。设计机构必须确保充分但不过度的知识交流。研究人员可能会认为该框架是扩大不确定性对结果绩效影响的基础，而不是假设不确定性会阻碍有效性或将不确定性和管理干预作为单独的偶然性进行测试。管理人员必须努力在项目开始时仔细确定知识要求，并建立适当的沟通结构和实践。设计机构必须确保充分但不过度的知识交流。研究人员可能会认为该框架是扩大不确定性对结果绩效影响的基础，而不是假设不确定性会阻碍有效性或将不确定性和管理干预作为单独的偶然性进行测试。管理人员必须努力在项目开始时仔细确定知识要求，并建立适当的沟通结构和实践。