Abstract
Transferring a quantity of credible knowledge is a key sustainable competitive advantage for multi-agent cooperation in an interorganizational network (ION). This study presents simulation research to identify the impacts of reputation mechanisms in interorganizational knowledge transfer through systematic evolutionary game theory, addressing the sustainability of knowledge transfer behaviors in innovation, R&D, and low green carbon. The simulation results showed that an agent’s reputation provides information about having valuable knowledge, which can reduce some of the opportunistic behaviors of knowledge transfer faced by knowledge agents. Regardless of its form, we found that reputation distribution significantly promotes interorganizational knowledge transfer behaviors. In addition, higher reputation thresholds and more significant differences in the impact of high and low reputations prominently contribute to knowledge transfer efficiency and effectiveness. The relationship between reputation mechanisms and the efficiency and effectiveness of knowledge transfer is examined. This study sheds light on the sustainable management of interorganizational projects from reputation mechanisms.
Highlights
This study considers the coevolution of the importance of the multi-agent and strategy in the knowledge transfer model through systematic evolutionary game theory
The evolution of interorganizational knowledge transfer behavior under reputation mechanisms has been discussed for N = 300, α = 0.3, τ = 1, ρ = 1, β = 0.1, υ = 10, μ = 0.1, λ = 0.5, ψ = 6, K = 0.1
Evolutionary game theory was employed to investigate the evolutionary impact of Evolutionary gameon theory was employedknowledge to investigate the evolutionary impact of reputation mechanisms interorganizational transfer behaviors in this study
Summary
Interorganizational knowledge transfer has gathered much academic attention [1]. This could be owed to the fact that interorganizational knowledge transfer through cooperative approaches (e.g., interorganizational projects [2]) has emerged as a proper organizational strategy [3] for value creation or sustainable competitive advantage in a complex and dynamic environment [4,5]. Interorganizational knowledge transfer is difficult and complicated and has a high failure rate [6]. Whether and how a mechanism exists to facilitate interorganizational knowledge transfer is an exciting area for further theoretical research
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