Abstract
Knowledge exchange between individuals working in a firm, across and even within divisions, does not occur automatically (Szulanski 1996). It is not obvious that people exchange ideas, point one another towards useful information or give feedback, even in the absence of any motives for not cooperating in such a manner. However, as a firm’s competitive advantage is closely related to its innovative capacity, which is largely based on how it uses knowledge that is already available, the questions that arise are: how does knowledge flow within a firm? What can be done to stimulate or re-direct knowledge flow within a firm?
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