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1 – 10 of over 6000Kadígia Faccin, Alsones Balestrin, Bibiana Volkmer Martins and Claudia Cristina Bitencourt
The purpose of this study is to identify dynamic capabilities in joint R&D projects, that enable them to successfully achieve knowledge creation and discover how they behave…
Abstract
Purpose
The purpose of this study is to identify dynamic capabilities in joint R&D projects, that enable them to successfully achieve knowledge creation and discover how they behave throughout the life cycle of a collaborative project, although this understanding could enhance the interorganizational knowledge creation process.
Design/methodology/approach
The authors conducted 65 semi-structured interviews and utilized secondary data from a joint R&D project. The authors analyzed all data using the Gioia method.
Findings
The authors confirm that specific dynamic capabilities are needed to create interorganizational knowledge and discovered 11 knowledge-based dynamic capabilities (KBDCs) for successful innovation results in joint R&D projects. Gioia method allowed to discover that different KBDCs are necessary for the different phases of the project lifecycle. Additionally, the authors identify two microprocesses in which KBDCs are engaged in joint R&D projects, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, and establish several KBDC microfoundations.
Research limitations/implications
We used retrospective interviews. This kind of interviews are impacted by the experiences of the respondents lived after they have participated in the joint R&D project.
Practical implications
Dynamic capabilities for collaborative knowledge creation and their specific microfoundations can help managers delineate their strategic practices and actions to achieve more sustainable, long-lasting results from joint R&D projects.
Originality/value
The authors improve Teeceās model and propose two microprocesses in which dynamic capabilities are engaged, that emerged in the context of a joint R&D project, knowing that is a part of the sensing and seizing processes and synthetizing that is a part of the seizing process, which supplement those already known: sensing, seizing and transforming. The authors tested the Gioia method, which is important for detecting dynamic capabilities; therefore, the authors propose a methodological advance that can contribute to future studies. The authors provide an interorganizational perspective on KBDC and a methodological view of the changes in KBDCs required for joint R&D projects.
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Organizations are increasingly dependent on various forms of partnerships to develop and to perform. These organizational partnerships may become potential learning arenas…
Abstract
Organizations are increasingly dependent on various forms of partnerships to develop and to perform. These organizational partnerships may become potential learning arenas, broadening the learning capacities of the alliances involved. Thus far, the literature on learning in organizations has chiefly been concerned with how traditional and integrated organizations learn. Consequently, a unit of analysis has not been developed to highlight how a collection of actors may learn and create value. To address this issue, I will discuss how āimaginary organizationsā can provide an arena for actors to build knowledge on a joint basis. This type of partnership forms metasystems that integrate various partner organizations in order to share resources, pool competencies, and gain flexibility. As an empirical illustration, learning processes within the imaginary organization of Scandinavian PC Systems (SPCS) are described.
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Yue Zhang, Shanshan Wang, Tayyaba Akram and Yuxiang Hong
The purpose of this paper is to explore how small and medium-sized enterprises (SMEs) in China leverage their strengths to engage stakeholders in knowledge co-creation processes…
Abstract
Purpose
The purpose of this paper is to explore how small and medium-sized enterprises (SMEs) in China leverage their strengths to engage stakeholders in knowledge co-creation processes and get mutual benefit via knowledge-based view (KBV).
Design/methodology/approach
Based on KBV, the authors conduct a multiple-case study of five SMEs in China to embrace the knowledge co-creation practice using semi-structured interview, organizational documents and onsite observation.
Findings
This study highlights how SMEs leverage their strengths to engage stakeholder to co-create knowledge and practice for the better capturing and utilization of external and internal knowledge. The authors identify three processes of knowledge co-creation for SMEs based on knowledge sharing, knowledge integration and knowledge application in the B2B context. This study finds that SMEs engage their stakeholders in knowledge sharing by building and maintaining trust. The knowledge integration process was driven by the ownerās openness. Mutual learning facilitates the knowledge application process of SMEs.
Research limitations/implications
This study relies on a limited number of case studies and considers only firmsā perspective to analyze the SMEs co-create knowledge with their stakeholders. Further studies could examine the challenge of knowledge co-creation in multiple stakeholdersā relationships in B2B contexts, i.e. in relation to product and service innovation with complexity and uncertainly.
Practical implications
Managers need to make choices when designing knowledge co-creation process in collaborative product development activities. The use of online and offline approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge co-creation and effective of knowledge leakage.
Originality/value
The conceptualization of knowledge co-creation as knowledge sharing and knowledge integration and knowledge application extends existing perspective on knowledge co-creation as either a transfer of knowledge or as revealing the novel situation of pertinent knowledge with entirely assimilate it. The findings point to the complexity of knowledge co-creation as a process influenced by stakeholder engagement, perspectives on knowledge, trust of multiple stakeholders, openness of firm boundaries and mutual learning of SMEs with their stakeholders.
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The aims of this paper are: to identify the dimensions of knowledge management (KM), and to propose a model for KM that will be useful for future researchers in carrying out KM…
Abstract
Purpose
The aims of this paper are: to identify the dimensions of knowledge management (KM), and to propose a model for KM that will be useful for future researchers in carrying out KM measurement.
Design/methodology/approach
The paper is based on a literature review of theoretical and empirical contributions to KM.
Findings
The results obtained show that the creation, transfer and storage, and implementation and use are dimensions of the concept of KM. On the basis of these dimensions, this study proposes a model integrating these dimensions and operationalizes it using selected items, so that future researchers may carry out measurements using the proposed model.
Practical implications
The study implies that companies and researchers use a smaller time in theoretical checks and can devote to measurements which develop improvements.
Originality/value
The present model differs from other, previous models in that it integrates various approaches to the study of KM.
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Amitabh Anand, Louise Brøns Kringelum, Charlotte Øland Madsen and Louisa Selivanovskikh
Scholarly interest in interorganizational learning (IOL) has spiked in the past decade because of its potential to absorb, transfer and create valuable knowledge for enhanced…
Abstract
Purpose
Scholarly interest in interorganizational learning (IOL) has spiked in the past decade because of its potential to absorb, transfer and create valuable knowledge for enhanced innovative performance and sustained competitive advantage. However, only a handful of review studies exists on the topic. The evolution of IOL has not been studied explicitly and there is a lack of understanding of the field trends. To fill this gap, this paper aims to comprehensively review the literature on IOL and map its evolution and trends using bibliometric techniques. In particular, the authors use visualization of science mapping freeware to systematize the findings and interpret the results.
Design/methodology/approach
The authors synthesize the findings using āevaluative bibliometric techniquesā to identify the quality and quantity indicators of the IOL research and use ārelational bibliometric techniquesā to determine the structural indicators of the IOL field such as the intellectual foundations and emerging research themes of IOL research.
Findings
Through an analysis of 208 journal publications obtained from the Scopus database, the authors determine the leading authors, countries, highly cited papers and their contributions to the IOL literature. By identifying the key hotspots, intellectual foundations and emerging trends of IOL, the authors provide promising avenues in IOL research.
Originality/value
To the best of the knowledge, this study is the first to systematically review the IOL literature and provide future research directions.
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The literature on interfirm networks devotes scant attention to the ways collaborating firms combine and integrate the knowledge they share and to the subsequent learning…
Abstract
Purpose
The literature on interfirm networks devotes scant attention to the ways collaborating firms combine and integrate the knowledge they share and to the subsequent learning outcomes. This study aims to investigate how motorsport companies use network ties to share and recombine knowledge and the learning that occurs both at the organizational and dyadic network levels.
Design/methodology/approach
The paper adopts a qualitative and inductive approach with the aim of developing theory from an inādepth examination of the dyadic ties between motorsport companies and the way they share and recombine knowledge.
Findings
The research shows that motorsport companies having substantial competences at managing knowledge flows do so by getting advantage of bridging ties. While bridging ties allow motorsport companies to reach distant and diverse sources of knowledge, their strengthening and the formation of relational capital facilitate the mediation and overlapping of that knowledge.
Research limitations/implications
The analysis rests on a qualitative account in a single industry and does not take into account different types of interāfirm networks (e.g. alliances; constellations; consortia etc.) and governance structures. Crossāindustry analyses may provide a more fineāgrained picture of the practices used to recombine knowledge and the ideal composition of interāfirm ties.
Practical implications
This study provides some interesting implications for scholars and managers concerned with the management of innovation activities at the interfirm level. From a managerial point of view, the recognition of the different roles played by network spanning connections is particularly salient and raises issues concerning the effective design and management of interfirm ties.
Originality/value
Although much of the literature emphasizes the role of bridging ties in connecting to diverse pools of knowledge, this paper goes one step further and investigates in more depth how firms gather and combine distant and heterogeneous sources of knowledge through the use of strengthened bridging ties and a microācontext conducive to high quality relationships.
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Fabrizio Errico, Antonio Messeni Petruzzelli, Umberto Panniello and Angelo Scialpi
This paper aims to explore the effects of two drivers, namely, the received fundings and its interaction with the specialized competences owned by the managerial board, on the R&D…
Abstract
Purpose
This paper aims to explore the effects of two drivers, namely, the received fundings and its interaction with the specialized competences owned by the managerial board, on the R&D activities performed by start-ups.
Design/methodology/approach
This paper tests hypotheses on a sample of 405 innovative start-ups established in Italy and registered into the Chamber of Commerce official database. This study uses the R&D expenses as a measure of the innovative performance of start-up, and the authors also collected the number and total amount of grants received by them and the presence of high qualified team in their management board.
Findings
The analysis reveals that both the number and total amount of grants received by start-ups positively impact the innovative performance. The same is for the integration of the total amount of grants with the presence of high qualified team in the management board.
Research limitations/implications
This study did not distinguish between different types of grants adopted by start-ups, while it would be interesting to study whether any difference does exist among them in terms of their influence on innovative performance. Also, this paper considers the total number of specialized people in the team while it would certainly be interesting to analyze peopleās background and competences in relation to the innovative performances.
Practical implications
This paper allows us to offer some provisional conclusions such as having funds in the preliminary phase of start-up life cycle, and investments mainly for R&D expenses. The start-up must also leverage its skills and therefore it is necessary to invest in human capital.
Social implications
Findings suggest that policymakers should introduce integrated measures to support start-ups throughout the entire life cycle, from the creation of the idea to incubation up to industrial consolidation.
Originality/value
This paper focuses on the determinants of start-up innovative performance because both external (such as political, economic, social and technological) and internal (such as organizational) influencing factors have to be considered as crucial for start-ups innovation and growth. Finally, this study is one of the few attempts exploring the phenomenon by using an empirical methodology based on real and certificated data.
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Karma Sherif, Lucy Tsado, Weijun Zheng and Bosede Airhia
This article aims to explore how organizational architecture (OA) for an information technology organization can balance between exploring new information technologies (IT) that…
Abstract
Purpose
This article aims to explore how organizational architecture (OA) for an information technology organization can balance between exploring new information technologies (IT) that promise significant but uncertain growth opportunities, and exploiting already existing IT that guarantee immediate survival.
Design/methodology/approach
The literature on organizational architecture (OA) and the balance between the exploitation and exploration of knowledge is reviewed. Data collected from in-depth case study of a global IT consulting firm highlights the importance of OA in balancing exploitation and exploration.
Findings
Four elements of OA emerged as critical in balancing exploitation and exploration: embedding autonomous exploratory units within large exploitative sectors; creating organizational roles to integrate between exploration and exploitation; developing technology solutions that support the interplay between exploitation and exploration; and establishing a reward structure that fosters the cooperation between exploring and exploitative agents.
Practical implications
Results of the study suggest that the switch between exploration and exploitation is key to emerging dynamic capabilities in IT firms. It is important for organizations to define: strategic goals that highlight the importance of both exploration and exploitation for the organization; roles that specifically focus on exploration, exploitation and the coordination between the two capabilities, technologies that support both exploration and exploitation; and reward both capabilities. These four elements of the architecture interact together to support a structure of large exploitative units with embedded small explorative units to support recombination and innovation at the project, the department, and the organization levels.
Originality/value
There is limited research on the effect of organizational design on IT development capabilities. Organizational architecture that balances between exploiting stable domain knowledge and emerging new technologies is crucial in today's global and competitive environment. In this study, a new framework emerges that provides a starting point for future quantitative research on how OA can balance conflicting organizational capabilities for firms engaging in IT development. The paper provides a foundation for future studies to test five propositions on the effect of strategy, structure, roles, technology, and reward on the dynamic capabilities of exploitation and exploration.
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Xuan Bai, Shibin Sheng and Julie Juan Li
This paper aims to examine alliance governance at different hierarchical levels.
Abstract
Purpose
This paper aims to examine alliance governance at different hierarchical levels.
Design/methodology/approach
The data is collected from both top-level and operating-level managers in 286 strategic alliances in China (a total of 572 managers). Hierarchical moderated regression models are adopted to test the hypotheses and two-stage regression analyzes are used to correct for endogeneity.
Findings
This paper finds that relational governance has a greater impact on alliance performance than contract utilization at the top level. Furthermore, the simultaneous use of relational governance at the top and operating levels have a detrimental impact on alliance performance. Finally, top-level contract utilization has a negative interaction with operating-level relational governance but a positive interaction with operating-level contract utilization.
Research limitations/implication
First, the cross-sectional nature of the data collection approach provides only a snapshot of how each type of governance mechanism and its interactions affect alliance performance. Second, the sample is limited to firms located in emerging markets.
Practical implications
Managers should realize that the effectiveness of contract and relational governance mechanisms varies across different management levels and they should be cautious about the cross-level governance mechanism alignment.
Originality/value
This study advances the interfirm governance literature in that this paper examined alliance governance at different hierarchical levels and provides new insights into the ongoing debate on whether the contract and relational governance mechanisms function as complements or substitutes by exploring the governance alignment across different alliance hierarchies.
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Pavel Štrach and André M. Everett
The purpose of this research is to explore the theoretical underpinnings of knowledge transfer within Japanese multinationals. To that end, a conceptual model of knowledge…
Abstract
Purpose
The purpose of this research is to explore the theoretical underpinnings of knowledge transfer within Japanese multinationals. To that end, a conceptual model of knowledge transfer within Japanese multinational companies and their overseas affiliates is proposed.
Design/methodology/approach
In the first part, theoretical models of knowledge transfer within multinationals in general are explored through a literature review. Next, related knowledge management practices utilized by Japanese companies, specifically in their overseas subsidiaries, are introduced. The third section develops a conceptual model proposing how knowledge is disseminated within Japanese multinationals. The discussion is based on the assumption that Japanese firms consciously apply the same knowledge management methods abroad as at home only to the extent to which they consider them appropriate for transplanting into a foreign environment.
Findings
Distillation of prior research has led to the conceptual model proposed here. This general model incorporates two principal dimensions (facilitating factors and knowledge flows). An examination of Japanese managerial practices in light of these dimensions illuminates the relationships between some recognized typically Japanese traditions and their implications for knowledge transfer approaches and activities.
Originality/value
The intention of this paper is to provide insights useful to practitioners as well as academic researchers. NonāJapanese firms can further their understanding of the motivations and rationale behind Japanese practices, while Japanese companies may apply some of the reasoning to their decisions regarding which of their practices, methods, and knowledge to transfer abroad and by what means. The paper concludes with suggestions for further research.
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