Abstract
This article identifies and theorises the interorganisational socialisation mechanisms that facilitate the knowledge dynamic capabilities of organisations brought together within the applied context of a U.K. Local Enterprise Partnership. Focusing on the Sheffield City Region's Creative and Digital Industries Sector Group, the data for this study were messages posted to the Creative and Digital Industries Sector Group's online consultation platform. Data analysis proceeded through inductive thematic analysis. It is revealed that collaborative workspaces, business networks resources, and pathways to internationalisation are perceived to play an important role in facilitating interorganisational learning. These knowledge socialisation mechanisms are essential to avoid regional competency traps. The article identifies and discusses knowledge socialisation mechanisms that are perceived to play a key role in transferring knowledge between members of the regional system of innovation. In identifying and discussing knowledge socialisation mechanisms, this paper offers knowledge management theorists and practitioners—more specifically, regional knowledge brokers and regional development managers—actionable insight into a range of strategies that reinforce social ties and increase the flow of knowledge with a view to improving innovation outcomes.
Highlights
IntroductionThe importance of managing knowledge in the context of regional development is well recognised, with several streams of literature emphasising the role of knowledge stocks and flows among firms in regional clusters (Bocquet & Mothe, 2015; Jardon, 2015; Tallman, Jenkins, Henry, & Pinch, 2004; Uotila & Melkas, 2008), claiming that the competitive advantage of regions depends on networking processes and their ability to create and process knowledge (Asheim, Coenen, Moodysson, & Vang, 2007; Harmaakorpia & Melkasb, 2005; Kiely & Armistead, 2005), and affirming the importance of networked methods of regional foresight (Gertler & Wolfe, 2004; Huggins, 2010)
The data for this study were messages posted to the Creative and Digital Industries Sector Group's online consultation platform, where participants were invited to reflect on priorities for the sector
The analysis resulted in three key themes taken verbatim from data: collaborative workspaces, business network resources, and pathways to internationalisation
Summary
The importance of managing knowledge in the context of regional development is well recognised, with several streams of literature emphasising the role of knowledge stocks and flows among firms in regional clusters (Bocquet & Mothe, 2015; Jardon, 2015; Tallman, Jenkins, Henry, & Pinch, 2004; Uotila & Melkas, 2008), claiming that the competitive advantage of regions depends on networking processes and their ability to create and process knowledge (Asheim, Coenen, Moodysson, & Vang, 2007; Harmaakorpia & Melkasb, 2005; Kiely & Armistead, 2005), and affirming the importance of networked methods of regional foresight (Gertler & Wolfe, 2004; Huggins, 2010). Their main roles include setting key priority investments, supporting project delivery, coordinating proposals sent to the Regional Growth Fund, and more recently designing the European Union (EU) investment strategies for the delivery of EU funding in England for 2014–2020. In terms of their composition, LEPs are voluntary partnerships. They must be chaired by a business and composed of a mix of entrepreneurs, “leaders of the local authorities in the LEP area and other representatives from the public sector and civic
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