Abstract
The Paper focuses on the inbound know-how transfer for the development of open innovation as an approach to business management. It can be a challenging task for useful and meaningful transfer of external know-how to create value, thus the addressed research questions are: What constitutes a successful know-how transfer? How to measure performance of know-how transfer? How transfer of know-how should be done? Qualitative research methods – participatory action research within a specific case and application of existing theories as well as focus groups’ discussions were applied to create the study and obtain triangulation. The paper applied both inductive and deductive reasoning. The research shows that learning outcomes based approach can be used for successful know-how transfer. Performance of know-how transfer is affected by accuracy of the stated aim (learning outcomes), applied teaching, learning and assessment methods and both internal and external environment characteristics of the stakeholders involved in the process. Both the know-how transfer performance measurements and the developed six step process model are presented in the paper. Implications and recommendations for future research are given.
Highlights
Development of science and technologies, changing market needs and demand as well as increasing competition significantly affect the environment conditions for business management
According to the observations and intervention within action research case study it is argued here that performance of the know-how transfer process is affected by variables as follows – accuracy of the stated aim, applied methods and stakeholders’ behavior
The study suggests that framework developed in the Paper is applicable for know-how transfer within an open innovation concept
Summary
Development of science and technologies (technology push), changing market needs (market pull) and demand as well as increasing competition significantly affect the environment conditions for business management. Focusing on the value creation is argued in the business management, for example, by Drucker (1954, 1999); Porter (1985); Albrecht (1992); Amit and Zott (2001); Webster (2002); Kotler (2003); Chesbrough (2003); Kumar (2004); Kaplan and Norton (2004); Porter and Kramer (2007); Kotler et al (2010); Teece (2010); Osterwalder et al (2014); and Kotler and Armstrong (2014). Value creation should be considered the main aim of business, especially nowadays. Growing importance of cooperation and networking for innovation development has been emphasized, for example (e.g.), by Rothwell (1992); Von Hippel (2005); Chesbrough and Bogers (2014); Dubickis and Gaile-Sarkane Journal of Open Innovation: Technology, Market, and Complexity (2017) 3:4
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