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1 – 10 of over 38000The purpose of this paper is to identify the relationship between knowledge transfer characteristics in alliance and alliance governance mechanisms, the influence of alliance…
Abstract
Purpose
The purpose of this paper is to identify the relationship between knowledge transfer characteristics in alliance and alliance governance mechanisms, the influence of alliance governance mechanisms on knowledge transfer consequences and investigate the role of environmental uncertainty in knowledge transfer of alliance.
Design/methodology/approach
Survey data were collected mainly in high-tech industries of China, the firms in which often establish alliance for the purpose of learning and knowledge transfer often takes place in that alliance. Finally, 293 usable samples were included in subsequent analysis. Multiple regression analysis was used to examine the hypotheses.
Findings
The extent of relational (/formal) governance mechanism used in alliance has a stronger positive relationship with the extent of tacit (/explicit) knowledge transfer in alliance than with the extent of explicit (/tacit) knowledge transfer in alliance between them; environmental uncertainty impairs relational governance mechanisms and enhances formal governance mechanisms used in alliance; both relational and formal governance mechanisms could facilitate knowledge transfer in alliance; environmental uncertainty hinders knowledge transfer and negatively moderates the relationship between alliance governance mechanisms and knowledge transfer.
Originality/value
This paper finds the relationship between knowledge transfer in alliance and alliance governance mechanisms, and the role of environmental uncertainty, providing managers with direct implications about how to manage alliance with different knowledge transfer characteristics for the purpose of facilitating knowledge transfer in alliance; provides managers more details about the dark side of the environmental uncertainty in knowledge transfer, also reminds public policy-makers paying enough attention for the improvement of institutional environment to deal with uncertainty.
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Shih-Chieh Fang, Chen-Wei Yang and Wen-Yen Hsu
The main purposes of this study are to develop a knowledge governance mechanism-fit-barrier matrix mode to resolve transfer problems resulting from knowledge characteristics and…
Abstract
Purpose
The main purposes of this study are to develop a knowledge governance mechanism-fit-barrier matrix mode to resolve transfer problems resulting from knowledge characteristics and to clarify the relationship among knowledge characteristics, barriers of knowledge transfer, and effective knowledge transfer in inter-organizational contexts.
Design/methodology/approach
The vast literature on knowledge transfer in inter-organizational context has been reviewed. Moreover, to develop a theoretical framework, the authors developed a set of arguments based on literature pertaining to the knowledge-based view of knowledge characteristics and barriers and the response of network to inter-organizational knowledge transfer.
Findings
Knowledge-based view of knowledge characteristics and barriers and knowledge governance may provide a new understanding for network organizations seeking effective knowledge transfer strategies in inter-organizational context.
Research limitations/implications
The main contribution to organizational theory is extending information-processing theory to form a new strategic model for inter-organizational knowledge transfer.
Practical implications
The fit model of governance mechanisms may help managers to make effective strategies for inter-organizational knowledge transfer.
Originality/value
Theoretically, this paper extends Information Processing Theory to inter-organizational relationships research. The developed model here also helps to explain the importance of cognitive dimensions for successful inter-organizational knowledge transfer. In KM practice, the proposed well-developed strategic models may help managers to link inter-organizational knowledge transfer processes to business strategy, and validate of the way to convert the goal of making their network organizations more intelligent into a strategic action.
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Revti Raman Sharma and Himadree Phookan
The paper aims to incorporate the social identity theory perspectives to the knowledge-based view in order to suggest how certain organizational characteristics can be leveraged…
Abstract
Purpose
The paper aims to incorporate the social identity theory perspectives to the knowledge-based view in order to suggest how certain organizational characteristics can be leveraged as knowledge governance mechanisms for interpersonal knowledge transfer within the multinational enterprise (MNE).
Design/methodology/approach
This paper is a conceptual discussion on interpersonal knowledge governance mechanisms.
Findings
The paper proposes a new set of governance mechanisms which may be leveraged to govern interpersonal knowledge transfer. These mechanisms utilize organizational identity of individuals to govern individual level knowledge transfer behavior with the MNE. The paper also illustrates how subsidiary power, one of such mechanisms, influences interpersonal knowledge transfer within the MNE through organizational identification.
Research limitations/implications
As the paper is conceptual, the proposed mechanisms have not been substantiated empirically. It calls for empirically testing the suggested mechanisms across countries.
Practical implications
The paper provides insights to managers for leveraging on organizational identity to manage interpersonal level knowledge transfer within the MNE.
Originality/value
The paper adds organizational identity-based knowledge governance mechanisms to the knowledge governance approach. It highlights how certain organizational characteristics (e.g. subsidiary power), even though these are not knowledge governance mechanisms per se, can be utilized to govern interpersonal knowledge transfer with the MNE.
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Kenneth Husted, Snejina Michailova, Dana B. Minbaeva and Torben Pedersen
This paper aims at further developing and empirically examining the concept of knowledge‐sharing hostility. It seeks to analyze reasons for hoarding knowledge, reasons for…
Abstract
Purpose
This paper aims at further developing and empirically examining the concept of knowledge‐sharing hostility. It seeks to analyze reasons for hoarding knowledge, reasons for rejecting external knowledge, and attitudes towards mistakes, as well as the influence of these factors on actual knowledge‐sharing behavior. The paper aims to examine how two specific knowledge‐governance mechanisms – commitment‐based and transaction‐based mechanisms – affect knowledge sharing
Design/methodology/approach
The authors test the hypotheses on a sample of 1,639 respondents in 15 organizations in Denmark.
Findings
The authors find that the use of transaction‐based mechanisms promotes knowledge‐sharing hostility by strengthening individuals' reasons for hoarding and rejecting knowledge, and by negatively affecting individuals' attitudes towards sharing knowledge about mistakes. In contrast, the use of commitment‐based mechanisms diminishes knowledge‐sharing hostility among individuals.
Originality/value
The contribution of the paper is two‐fold. First, it responds to the clear need to examine individual characteristics related to withholding knowledge in organizations. Second, by delineating specific organizational governance mechanisms that are critical for dealing with knowledge‐sharing hostility, the research responds to the call for research aimed at explaining and detailing problems that lie in the intersection of organization and knowledge processes.
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This research aims to uncover three forms of communities of practice (CoPs), based on a set of six governance mechanisms. The focus is on the specific question of how…
Abstract
Purpose
This research aims to uncover three forms of communities of practice (CoPs), based on a set of six governance mechanisms. The focus is on the specific question of how organizations combine different governance mechanisms to balance autonomy and control in the management (steering) of CoPs. This paper is based on a study of 16 CoPs in nine multinational organizations.
Design/methodology/approach
The method used is a multiple case study conducted in 16 CoPs within nine multinational organizations. Ninety-two informants were interviewed over a period of four years.
Findings
Data revealed three distinct governance patterns for CoPs (three forms of CoPs), each associated with different knowledge processes and representing a different path toward a balance between autonomy and control. Expanding communities focus on improving existing products by recombining bodies of knowledge supported by a governance pattern that achieves balance by making moderate use of a wide selection of governance mechanisms. Leveraging communities are dedicated to improving operational efficiency by transferring best practices supported by a governance pattern that combines strong technical authority (leadership) with low disciplinary authority. Probing communities focus on generating new practices by exploring new knowledge domains supported by a governance pattern that replaces direct managerial control with indirect nurturing of the community’s routines. Probing communities also establish linkages beyond the community’s boundaries to enable knowledge to be shared with individuals throughout (and outside) the organization (boundary-spanning).
Research limitations/implications
The size and scope of the sample limit the generalizability of the findings. Although the study involved a variety of different organizations, it concentrated merely on large and multinational organizations. Thus, larger-scale empirical work is needed to statistically evaluate the relationships that are described in the findings, and to help specify the conditions according to which these relationships may vary.
Practical implications
This study should help managers understand which form of CoP is most appropriate to meet a particular knowledge objective. If the objective is the creation of new knowledge via the recombination of bodies of existing knowledge, expanding communities are appropriate. Leveraging communities are better suited for transfers of best practices within the organization. Finally, probing communities should be used to explore new knowledge domains.
Originality/value
This paper contributes to the understanding of CoP dynamics by revealing different governance patterns deployed to balance autonomy and control in CoPs. It also contributes to organization learning by revealing different learning processes that constitute the three forms of CoPs.
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Lawrence Dooley and Claire Gubbins
Despite growth in use of inter-organisational relationships for knowledge co-creation, many collaborations struggle to realise the synergistic benefits of these networks. This…
Abstract
Purpose
Despite growth in use of inter-organisational relationships for knowledge co-creation, many collaborations struggle to realise the synergistic benefits of these networks. This paper aims to explore the evolving dialectic tensions evident within an inter-organisational relationship and the governance consideration to optimise the knowledge process.
Design/methodology/approach
A longitudinal case of a university-industry knowledge network is selected for study. The single case analysis aligns with the dialectical epistemology, which dismisses the expectation of homogeny or constancy across network cases.
Findings
The research highlights the circular condition between dialectic tensions evident within inter-organisational relations and the governance mechanisms developed to synthesis the network knowledge discovery capability. The research shows that these tensions are a natural part of the network existence and often advantageous to knowledge creation. The research also highlights that governance is required at multiple levels within the network entity to optimise knowledge exchange and discovery.
Originality/value
The research adds to the limited application of dialectical thinking to inter-organisational networks. It highlights the structural and relational governance mechanisms that interplay to optimise their knowledge process capability. The research also highlights the multiple levels within networks at which tensions can originate, requiring knowledge governance at the micro, meso and macro level to address the complexity of the inter-organisational relationship. This research provides a better understanding of how knowledge within inter-organisational relations can be managed for mutual benefit and value creation.
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Vesa Peltokorpi and Emiko Tsuyuki
The purpose of this paper is to examine the ways in which scholars have proposed organizational forms combining elements of markets and hierarchies. These hybrid forms are based…
Abstract
Purpose
The purpose of this paper is to examine the ways in which scholars have proposed organizational forms combining elements of markets and hierarchies. These hybrid forms are based on networked connections and bottom‐up entrepreneurship, fostering knowledge sharing among semi‐independent units. Despite their suitability to knowledge‐intensive companies, scholars are divided on their views on governance in internal hybrids. While knowledge management scholars emphasize soft community‐like dimensions, organizational economists seek to reduce opportunism through hard hierarchical governance. Because these views act as complementaries, this paper synthesizes them to present organizational governance in internal hybrids.
Design/methodology/approach
A case study with 56 interviews describes the functioning of soft and hard governance mechanisms in the Japanese company Maekawa Manufacturing Ltd.
Findings
The case study indicates that soft and hard governance mechanisms work in complementary ways in a successfully implemented internal hybrid.
Practical implications
Internal hybrids tend to function most efficiently with a mix of soft knowledge management practices and hard control devices.
Originality/value
Instead of taking an “either/or” perspective, this paper seeks to synthesize contrasting views of knowledge management and organizational economics.
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Mehrnoush Sarafan, Benn Lawson, Jens K. Roehrich and Brian Squire
Project-based supply networks are an emerging form of organizing used to meet a buying organization's operational and innovation goals. Knowledge sharing among suppliers in the…
Abstract
Purpose
Project-based supply networks are an emerging form of organizing used to meet a buying organization's operational and innovation goals. Knowledge sharing among suppliers in the network plays a key role in successful project delivery but is challenging to achieve in practice. The authors draw on self-determination theory (SDT) to examine the interactive effect of incentive provisions (penalties and bonuses) and network governance (lead or shared) on knowledge sharing motivation by individual boundary-spanners within project-based supply networks.
Design/methodology/approach
A scenario-based behavioral experiment of 217 professionals within the UK using the online platform, Prolific, was conducted. A Hayes Macro PROCESS model was used to analyze the data. The authors pilot-tested the scenario with project management experts, senior managers, and directors.
Findings
The findings highlighted that the effectiveness of incentive provisions on knowledge sharing may be dependent on the mode of network governance. Where suppliers have shared responsibility for managing the network (shared governance), bonuses were more effective than penalties in motivating knowledge sharing through support of boundary-spanners’ autonomy needs. However, where the buying organization has transferred responsibility for managing the network to an external third-party organization (lead governance), the authors found no significant difference between the effectiveness of penalty versus bonus provisions in motivating knowledge sharing.
Originality/value
Prior research in operations and supply chain management (OSCM) has shown the positive effect of incentive provisions on knowledge sharing motivation, but largely overlooked the effectiveness of such incentives when nested within broader governance mechanisms used in projects and their networks. Moreover, while scholars have started to highlight the importance of governance mechanisms in knowledge sharing at the dyadic level, the authors know very little about the impact of network governance.
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Miguel Hernández‐Espallardo, Augusto Rodríguez‐Orejuela and Manuel Sánchez‐Pérez
Inter‐firm knowledge sharing and learning constitute one of the main avenues to improve supply chains' performance in today's business environment. This paper aims to examine how…
Abstract
Purpose
Inter‐firm knowledge sharing and learning constitute one of the main avenues to improve supply chains' performance in today's business environment. This paper aims to examine how effective different governance mechanisms are in promoting knowledge transfer, learning and performance in supply chains.
Design/methodology/approach
Following on from the literature in inter‐organizational learning, transaction costs economics, business‐to‐business relational marketing, and supply chain management, a model is presented and tested using structural equations modeling. Data were collected from 219 Colombian apparel manufacturers.
Findings
This paper finds that from more influential to less, social mechanisms of governance, hostages and behavioral control favor knowledge sharing, learning and performance in supply chains. Output control exerts a negative influence on learning in supply chains.
Research limitations/implications
Governance has a key role in promoting transparency and learning in supply chains. Future research should analyze whether it impacts on the firms' learning intent.
Practical implications
Knowledge sharing and learning have a positive influence on the supply chain's performance. Results of the study suggest that the supply chain's competitiveness lies in the adequate governance of the interfirm relationships, i.e. by using trust, hostages and behavioral control to support knowledge exchange.
Originality/value
Compared with studies that limit their analysis to the impact of one specific type of governance mechanism, generally trust, the paper for the first time jointly examines the role of several types of governance on knowledge‐sharing in supply chains, on learning and on performance. This allows a comparison of the different mechanisms in terms of their safeguarding and coordination role.
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Jakki J. Mohr and Sanjit Sengupta
Organizational learning in inter‐firm exchange relationships poses a double‐edged sword. On one hand, inter‐firm learning is a desirable extension of organizational learning…
Abstract
Organizational learning in inter‐firm exchange relationships poses a double‐edged sword. On one hand, inter‐firm learning is a desirable extension of organizational learning, developing a firm’s knowledge base, and providing fresh insights into strategies, markets, and relationships. On the other hand, inter‐firm learning can lead to unintended and undesirable skills transfer, resulting in the potential dilution of competitive advantage. This risk can be exacerbated by disparities in inter‐firm learning, resulting in uneven distribution of benefits and risks in the collaborative relationship. This paper articulates these two different views on inter‐firm learning, and second, develops a framework for the role of governance in regulating knowledge transfer. In particular, appropriate governance mechanisms must be crafted which match the learning intentions of the partners, the type of knowledge sought, and the designed duration for the collaboration, so as to maximize the benefits of learning while minimizing the risks. Implications for strategy and future research are offered.
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