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The purpose of this paper is to explore and characterize knowledge integration approaches for integrating external knowledge of suppliers into new product development projects.

This paper is based on a multiple, in-depth case study of six product development projects at three knowledge-intensive manufacturing firms.

Firms make purposeful choices to devise knowledge integration approaches when working in collaborative buyer – supplier projects. The knowledge characteristics of the supplier input guide the choice of either coupling knowledge sharing and combining across firms or decoupling knowledge sharing (across firms) and knowledge combining (within firms).

This study relies on a limited number of case studies and considers only one supplier relationship in each project. Further studies could examine the challenge of knowledge integration in buyer – supplier relationships in different contexts, i.e. in relation to innovation complexity and uncertainty.

Managers need to make choices when designing knowledge integration approaches in collaborative product development projects. The use of coupled and decoupled approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge integration and the risks of knowledge leakage.

The conceptualization of knowledge integration as knowledge sharing and knowledge combining extends existing perspectives on knowledge integration as either a transfer of knowledge or as revealing the presence of pertinent knowledge without entirely transmitting it. The findings point to the complexity of knowledge integration as a process influenced by knowledge characteristics, perspectives on knowledge, openness of firm boundaries and elements of knowledge sharing and combining.

This chapter revisits central knowledge-based mechanisms that explain variance in value creation through mergers and acquisitions (M&As). It places the organizational capabilities of absorptive capacity and combinative capability in the context of M&As. Absorptive capacity – i.e., the combining firms’ ability to explore new knowledge – relies on the extent of prior related experiences of acquirers and their acquired firms, and available complementary knowledge among the two. Combinative capability – i.e., the combining firms’ ability to combine and recombine available existing knowledge – depends on the opportunity, motivation, and ability to share knowledge. The chapter concludes with several contextual factors that intensify the roles of knowledge, and reveal important contradictory roles in the development and value of absorptive capacity and combinative capability.

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

Business innovation comes from combining, recombining and modifying existing ideas, knowledge and know‐how in new ways. The purpose of this paper is to describe an approach to accelerating the business innovation process by priming the combining and recombining process, called the Business Genome Project (BGP).

Business innovation and evolution is compared to cultural and biological evolution and the Human Genome Project (HGP) is used as a template for developing the business genome concept, which involves identifying and mapping the building blocks of extant businesses.

The paper describes a way of priming the innovation pump by aiding the identification and sharing of key business ideas, knowledge and know‐how across firms, organisations, industries, technologies and nations. Recent developments in internet‐based technologies, like Wikipedia and the Encyclopedia of Life, suggest the project is feasible.

The BGP can provide a fundamental, new understanding of the commercial world: its businesses, their know‐how, their context and their cultures. It also provides a basis for on‐going collaboration, communication, research and development, amongst businesses (and their stakeholders), which would accelerate the innovation process.

The BGP is an original idea inspired by the HGP that promises to have a similar impact on business practice, policy and research.

Important to the performance of intelligent systems is the ability of its members to deduce conclusions as responses from premisses received as knowledge during different time periods. Two types of knowledge associations are established for combing knowledge structures received during different time periods into fewer coherent structures. The knowledge system used has the graphs for a general automaton as a formal way of storing knowledge in a computer. Basic types of arguments arising from the natural deductive processes are identified and established as valid through the procedures for formal logic.

Organizational performance is increasingly grounded on knowledge-related issues. The two key academic discussions addressing knowledge in organizations are the intellectual capital (IC) and knowledge management (KM) literatures. However, there are very few earlier studies systematically combining these approaches and demonstrating how IC assets and their management mechanisms might interact in organizational value creation. Therefore, the purpose of this paper is to develop and argue a theoretical model depicting the connections between IC, KM practices and organizational performance outcomes.

The paper draws on IC and KM literatures to build a theoretical model on how intellectual asset assets and their management practices interact in producing organizational performance. Several conceptual models and related discussion on the interaction of IC and KM practices are put forth.

Organizational value creation is based on both static (IC assets) and dynamic (KM practices) aspects of organizational knowledge, in various combinations. In this paper, potential interaction effects between IC assets and KM practices in terms of moderation and mediation were conceptually analysed, and four alternative models were proposed on how the knowledge-based issues affect organizational performance.

The paper is purely theoretical without empirical evidence.

The paper suggests that organizational value creation is a function of both possessing valuable intangible assets as well as being able to manage these assets systematically. The four models concerning the interaction of IC assets and KM practices in value creation presented in the paper provide managers with tools to reflect about their own thinking model concerning how knowledge produces value in their own firms.

By addressing both the “static” asset aspect of IC as well as the “dynamic” perspective of how leveraging IC assets can be enabled by systematic managerial activities, the paper combines the key issues in IC and KM literatures and demonstrates how intangible resources should be managed to produce value. The authors are not aware of any previous studies explicitly combining and distinguishing IC and KM fields to this extent. The paper therefore contributes to the literature on knowledge-based issues in organizations at large and potentially offers a theoretical grounding for many empirical and theoretical future studies.

The purpose of this study was to examine how human resource development (HRD) programs promote the linkage between knowledge transfer and knowledge creation in engineering departments.

This study adopted a case study approach to the Toyota Technical Development Corporation (TTDC), an affiliated company of Toyota Motor Corporation. Data were collected from interviews with managers of the TTDC as well as its internal documents.

Three major findings can be extracted from the paper. First, The TTDC effectively links knowledge transfer to knowledge creation so that new knowledge on vehicle development is created by transferred competencies. Second, the TTDC promotes the transfer of explicit and tacit knowledge by complementarily combining off-the-job and on-the-job training (OJT). Third, HRD programs are developed and operated in communities of practice.

The practices described in this paper are limited to two departments of the TTDC. Hence, the findings should be interpreted in light of this constraint.

Knowledge officers should integrate multiple HRD programs so that knowledge transfer is organically linked to knowledge creation by combining off-the-job training, OJT and kaizen (continuous improvement) programs.

This paper constitutes one of the earliest works that analyzes the effect of HRD programs on integrating knowledge transfer and knowledge creation.

The purpose of this paper is to show how members of a “vintage community of practice” (CoP) – the Multiple Arcade Machine Emulator (MAME) community – recombine old technological knowledge with new technological knowledge. A vintage CoP is a group of aficionados of old technology who keep using it even after superior new technologies have emerged and technological change has taken place. This paper presents mechanisms through which developers and gamers in the MAME community and its subcommunities or hubs select and recombine old and new technology to update old arcade videogames in a format that is playable on current personal computers (PCs).

An inductive single-case exploratory case study was conducted in the MAME community. Semi-structured interviews were conducted with core community members to uncover mechanisms through which old technology-related knowledge (T-RK) was combined with new T-RK to update old versions of arcade video games into software versions that can be played on current PCs. Informant discourses were analyzed using first- and second-order coding methods.

Our data revealed three mechanisms through which community leaders positively impact new and old T-RK recombinations that led to new knowledge creation within the MAME vintage CoP. We named these mechanisms leader mentorship, leader self-development propensity and clustering in the community. Our data also revealed a two-phase knowledge creation process in an open-source software community (OSSC) that supports the MAME community: knowledge selection and knowledge recombination.

The study is limited by the size of the investigated community, so further research should be conducted in multiple vintage CoPs so as to generalize our results.

Our results offer practitioners insights into the internal knowledge creation mechanisms that occur in vintage CoPs. Our findings seek to motivate managers to start collaborating with vintage CoPs to develop products for the niche vintage product markets.

This research is one of the first in the field of vintage communities of practice. It affords understanding of social mechanisms by which old technologies are combined with new ones to give rise to vintage products that suit the needs of niche vintage product markets.

The purpose of this paper is to provide an example of how an apparently incongruent combination of organizational variables can have a positive effect on innovation through knowledge creation.

Based on previous theory, four original hypotheses were developed and later tested with empirical data collected from 125 research and development organizations in Japan, using analysis of variance and regression analysis.

Managerial influences and resources can significantly interact to generate a combined impact on the knowledge creation capability of organizations, which in turn is positively associated with their innovation performance. In particular, long‐term managerial influences were found to have a greater impact on knowledge creation when combined with knowledge‐exploitation resources. Synthesizing short‐term managerial influences with knowledge‐exploitation resources is not better than combining them with exploration resources. This holds true especially for organizations of small and medium size.

This study only evaluates one case of many possibilities of seemingly antithetical combinations that can also have a beneficial impact in organizations. A larger and diverse sample, together with enhanced dimensions of managerial influences and organizational resources can make this study's implications much more universal.

An ingenious and purposeful synthesis of organizational variables conventionally seen as incompatible and contradictory can in reality benefit organizational goals related to knowledge creation and innovation.

This study puts forward a unique framework and perspective highlighting the importance of combinatory effects and the management of duality in organizations.

The role of knowledge, organizational learning and innovation as levers of competitive advantage is now a commonly acknowledged insight in research in international management, specifically in the emerging ‘knowledge-based view’. However, this view has not yet developed into a unifying framework and there are significant holes in the understanding of how knowledge may be turned into a source of competitive advantage for MNCs. In order to advance the knowledge-based view of the MNC – and particularly of the metanational company – we develop the notion of the MNC as a global knowledge system that links local knowledge structures and combines local knowledge elements that are complementary in order to achieve strategic advantage. These ideas are used to frame the changing environments, strategic intents and learning stances that characterize MNCs, and to derive a set of research challenges for MNC research.