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To provide a typology of governance mechanisms for the analysis of knowledge exchange.

The methodology is to integrate various research in the social sciences and knowledge management and to provide a coherent and generic framework for the better understanding of knowledge transfer and exchange.

The existing literature on knowledge management could benefit more from incorporating more of the research methodologies of social anthropology.

There is a need to undertake empirical work and in‐depth case studies of the typology of knowledge exchange frameworks.

The intangibility of knowledge as a resource and asset requires the use of multiple frameworks of knowledge transfer and exchange in organizations as part of a knowledge management strategy.

The value of this paper is to knowledge management researchers on how to broaden the scope of existing knowledge management research through a greater integration with social science methodologies, especially social anthropology.

This paper aims to analyze the exchange and reciprocal mechanism behind individual knowledge transfer activities as well as their impact on the individual knowledge transfer networks.

The author conducted theoretical and simulation research. Agent‐based technology is employed to construct an agent dynamics agent‐based model that simulates and explains how an individual initiates the evolution of a knowledge network through knowledge transfer activities.

The results demonstrate that the two mechanisms can improve the knowledge levels of the network members; the exchange mechanism is more efficient as it can improve the values of both sides. Individual knowledge transfer networks evolve from random networks to small‐world networks.

The research model must include more variables. Computer simulation research will be cross‐confirmed by other research methods in future studies.

Individual knowledge transfer networks form and subsequently evolve as a result of social interaction. The research findings will contribute to the policy making for knowledge management in organizations.

Little has been published about the dynamics of individual knowledge transfer networks. The author believes that the paper is the first to analyze the internal mechanisms behind individual knowledge transfer activities and test them with agent‐based technologies.

This paper aims to focus on how different types of knowledge are exchanged within innovation networks in the German energy industry. External factors such as market pressure through liberalization, de-carbonization and decentralization challenge established actors in the industry. Answers to these challenges cannot be found by single actors but require networks to gather and concentrate innovation activities. This implies a need for knowledge transfer among energy providers. The authors aim at exploring knowledge exchange relations in-depth by treating them as multidimensional flows which can comprise technological, market, managerial or regulatory knowledge. In detail, the authors examine patterns of knowledge exchange on network-, dyad- and firm-level. Furthermore, first, empiric results are provided on how two of these patterns, namely, a firm’s propensity to form multiplex instead of uniplex ties as well as the composition of externally acquired knowledge concerning the four types, influence organizational innovativeness.

The authors address their research questions by conducting an in-depth investigation of the largest network of municipal utilities in Germany. The analysis is based on quantitative data collected via standardized online questionnaires drawing on socio-metric methods to reconstruct knowledge exchange networks as well as traditional approaches from socio-empiric research to evaluate firm innovativeness.

The findings indicate that while technological, market, managerial and regulatory knowledge represent different types of knowledge with different exchange patterns, these transfers are interdependent. In particular, the analysis reveals non-hierarchical relations of complementarity. The authors furthermore provide evidence for the existence of ideal profiles for attaining different types of innovation. One central tendency across all of these profiles is that outperformers acquire regulatory knowledge to a significantly lesser degree than other firms and focus more on the other types instead.

This paper solely focusses on the largest network of municipal utilities whereby it is questionable how representative it is for the whole industry. Additionally, due to the cross-sectional design, the paper cannot fully rule out issues of endogeneity in the quantitative analysis.

This paper delivers valuable insights for managers in the energy sector who seek to either enter and manage inter-organizational networks or apply external knowledge to foster innovation. In particular, the authors reveal benchmark profiles for external knowledge acquisition which may serve as templates for strategic collaboration and innovation management.

To the authors’ knowledge, this paper presents the first innovation-related network analysis in the energy industry. Rather than operationalizing knowledge transfer as a simplex flow relation, the authors examine different types of knowledge, their patterns of exchange and their distinct effects on process, product and administrative innovations.

Sketches an interdisciplinary framework for advancing the conceptual understanding of the knowledge transfer process. Uses its central tenet that the knowledge transfer process is ultimately a human‐to‐human process and since this process is inherently interactive and dynamic, the knowledge, in essence, transforms while or during the very process of its transfer. Argues that there is a need for a more robust representation of human cognition situated in the broader context of dynamic interactions taking place during the transfer or exchange of knowledge. Proposes that by incorporating and explaining human interaction with the external symbolic storage (ESS) of knowledge and scaffolding to include institutional knowledge, a theory of cognitive knowledgescapes can be built. The implications of a such a theory for knowledge transfer, exchange and uses in the networks of regions, institutions, organizations and technology are examined and topics for carrying out further research are suggested.

The focus of this paper is on knowledge transfer. The purpose is to investigate intra‐project knowledge‐transfer practice in information systems development (ISD) firms applying a Scrum methodology.

Case study of ISD projects and empirical data obtained using in‐depth interviews following a semi‐structured approach were employed.

One of the main findings showed that Scrum team members believed in the usefulness of knowledge transfer. The study observed extensive personal exchange of knowledge through, for example, meetings and networks, including dialog with the client. The mechanisms observed in creating knowledge transfer were: lean and dynamic documentation, cross‐functional teams, client consultation and feedback, intra‐project meetings, application of project tools and techniques, and management of changes.

Future research should investigate other organizations and countries, so that these findings may be generalized.

The study observed extensive personal exchange of knowledge which can be described as people track of knowledge management. This observation coincides with the view that information systems and tools only play a subordinate role in knowledge management widely held by many contributors to the people track of knowledge management. Others argue that the dominance of tacit knowledge in projects is a key challenge. This involves a particular concern for organizational culture and leadership style and has implications for how a project should be structured and managed.

Knowledge transfer in ISD projects is studied in this research paper.

Personal knowledge exchanges refer to Web‐based institutions that facilitate the matching of individual sources and recipients of knowledge, structure their interaction, set ground rules for price discovery and support the transfer of knowledge. While these exchanges are patterned on electronic marketplaces for tangible products, they need to accommodate the often tacit, situated and complex nature of knowledge and the challenges associated with its transfer and assimilation. It is by recognizing the specific characteristics of knowledge and associated learning processes that knowledge exchanges can enhance their value for members. Based on theory‐driven insights and case studies of first‐mover enterprises, implications for research and practice related to the design of personal knowledge exchanges are discussed.

This paper aims to consider the extent to which business school transition has created new opportunities in management development, knowledge transfer and knowledge creation.

The paper is a critical review of knowledge exchange in a business school context with a particular focus on the “translation or management practice gap”.

Change in the nature of research undertaken in business schools opens up new opportunities for collaboration between academia and practice. The paper points to the need for more innovative forms of research engagement encouraging academic‐practitioner collaboration and practice‐based management development initiatives.

The paper contributes to the debate on innovative forms of knowledge exchange and transfer and helps stimulate further studies examining potential approaches to fostering co‐learning and discovery and participatory forms of knowledge production.

Changes in business school environment and context offer opportunities for new modes of knowledge exchange both in management development and research. Practice based theory offers a new paradigm of management development.

Recent commentators refer to notions of academia and practice as “closed systems and self referential” and point to the requirement for greater attention on knowledge transfer, and to learn from knowledge transfer studies concerning practitioner/research communities of practice, networks and collaborations. The paper addresses this deficiency in the literature and points to key areas warranting further research.

The purpose of this paper is to investigate the influence of social media on employees’ work performance, as well as the underlying mechanism for how they create value at work.

Based on media synchronicity and social capital theories, the authors propose that social media can foster employees’ social capital and subsequently facilitate knowledge transfer. Both social capital and knowledge transfer help promote work performance. Specifically, the authors adopt shared vision, network ties and trust to represent, respectively, the cognitive, structural and relational dimensions of social capital. The research model is tested using data collected from 379 Chinese working professionals.

The empirical results reveal that social media can promote the formation of employees’ social capital indicated by network ties, shared vision and trust, which, in turn, can facilitate knowledge transfer. Shared vision and knowledge transfer positively influence work performance. Although network ties and trust do not have a direct impact on work performance, the influence is partially mediated by knowledge transfer.

For organizations that wish to build knowledge networks in the workplace, connecting experts with various social media can effectively complement other knowledge management technology. Further, managers should encourage employees to consciously exploit the byproducts created via social media, e.g., social capital, to promote knowledge exchange.

The integration of media synchronicity and social capital theories offers a new theoretical lens and reasonable explanations for investigating communication performance. The research offers empirical evidence regarding how the influence of social media on work performance is transmitted through social capital and knowledge transfer. The authors quantify social media’s benefits for organizations, providing managers an impetus to deploy them in the workplace with optimistic expectation.

The purpose of this paper is to examine the use of knowledge transfer partnership (KTP)as a means for universities to generate and exchange knowledge to foster sustainable cities and societies.

This paper reports on a series of separate yet interrelated KTPs between a university and the local authority in the North East of England, designed to enhance the environmental, social and economic performance of a large-scale urban housing procurement project.

Results from the partnerships indicate that KTPs may play a crucial role in developing capacity within local authorities tasked with creating sustainable cities and societies, whilst at the same time, enhancing skills and knowledge within the communities whom they represent and their industry partners.

The paper contributes an understanding as to how universities can act as a conduit for the generation and exchange of knowledge for sustainability. It presents a case study which examines how a series of KTPs can provide a useful mechanism for enhancing environmental, social and economic sustainability.