Abstract
The study seeks to identify the main facilitators and barriers of tacit knowledge transfer that influence innovation capabilities of the supplier within the buyer–supplier collaboration.The concept...
Highlights
Organisations are increasingly becoming knowledge-based and their success and survival depend on creativity, innovation and inventiveness through effective leveraging of knowledge (Martins & Terblanche, 2003)
Appendix I shows the articles reviewed on the main facilitators of tacit knowledge transfer and Appendix II highlights the articles reviewed on the main barriers to tacit knowledge within the buyer–supplier collaboration. 5.1
Facilitators of tacit knowledge transfer The study reveals that organisational contextual factors such as human resource management, top leadership, organisational culture, employee autonomy and information technology influence supplier innovation through knowledge exploration and exploitation
Summary
Organisations are increasingly becoming knowledge-based and their success and survival depend on creativity, innovation and inventiveness through effective leveraging of knowledge (Martins & Terblanche, 2003). In today’s business environment, knowledge management entails that successful companies of the future will be those that are able to develop new capabilities by creating organisational knowledge and innovative practices to respond to the changing environment (Giannakis, 2008). This is further attested by several studies which indicate that knowledge is the main organisational resource able to generate a competitive advantage through exploitation of knowledge for commercial value through innovation (Gonzalez & Melo, 2018; Hur & Kim, 2014). Such resources can only be leveraged through collaboration between buyers and suppliers
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