Inter-organizational Knowledge Management Research Articles

Interfirm collaboration for knowledge resources interaction among small innovative firms

For innovative SMEs, acquiring knowledge resources may serve as an important source to enhance their knowledge base of management practices. In line with the resource interaction approach, an essential way to do this is to participate in informal interfirm networks. Yet, researchers have only given cursory attention to resource exchange in cooperative networks. This study examines the structural, relational, and motivational drivers that lead firms to establish informal networks of relationships to find, exchange, and combine knowledge resources. Following a mixed methods research design using interview data and social network data, the study demonstrates that informal networks play a pivotal role for SMEs to capture valuable resources increasing their knowledge stock, forge organizational standing, and gain social connectivity through reciprocity. This research implies that knowledge as a resource transcends the individual organization, which offers implications for resource interaction in inter-organizational knowledge networks and management practice.

What drives inter-organisational knowledge management? The cause and effect analysis using a multi-layer multi-criteria decision-making framework

PurposeKnowledge management seeks collaborative practices among organisations to generate technical, adapt and share knowledge to obtain a sustainable competitive advantage in cross-border business activities. This paper aims to disentangle the crucial determinants of knowledge management in inter-organisational arrangements settings.Design/methodology/approachIn the first stage, after an in-depth literature review, the main knowledge management drivers are identified. In the second stage, based on the identified drivers, the importance and relationship between the drivers are evaluated by expert opinions from academic and executive activists. Eventually, in the last stage, a multi-layer decision-making approach has been proposed and used to determine the relationship and the importance of the drivers.FindingsThe findings of this paper assess the ranking of the different elements from experts’ opinions and discuss important theoretical and managerial implications. The influential factors were identified through an extensive literature review, which combined with the views of experts from academia and industry (international firms). Furthermore, the ranking of factors based on the experts’ overall opinion was used to discuss theoretical and managerial contributions.Originality/valueThis research provides a better understanding of the interrelationships between the key drivers of knowledge management, which helps management draw more effective strategies to address the cultural differences between firms. Moreover, understanding of the importance of the systems and structures that define the nature of the collaboration in inter-organisational settings, as well as the risks related to those are presented in this research.

Knowledge management and coopetition: How do cooperating competitors balance the needs to share and protect their knowledge?

Coopetitors need to manage interorganizational knowledge flows to balance cooperative knowledge sharing and competitive knowledge protection. The question of how to balance these has received little research attention, with most studies analyzing knowledge sharing or protection separately. To address this gap, we develop a theoretical framework on coopetitive knowledge sharing and knowledge protection practices. This framework is based on a literature review of coopetitive interorganizational knowledge management. To complement and refine this initial framework, we build on insights from a qualitative study that gathered data from 11 semistructured interviews with key informants of Latin American firms. We show that a balance between knowledge sharing and knowledge protection in coopetition is facilitated when coopetitive interorganizational knowledge management helps coopetitors share general and project-specific knowledge while they withhold core knowledge about their firms and clients. To achieve this balance, firms combine formal and informal knowledge protection practices. As theoretical implications, we provide a fine-grained and synoptic understanding of the characteristics of knowledge management among coopetitors. As managerial implications, we call managers' attention to the need to find a balance between knowledge sharing and protection that will help clearly define what kind of knowledge is shared or protected when firms cooperate with rivals.

The effects of innovation by inter-organizational knowledge management

Inter-organizational knowledge sharing and innovation are critical for organizational survival, and innovation processes involve not only techniques and experiment, but also knowledge-based processes to promote new behavioral models. However, there are limited studies on how different types of knowledge management (KM) applications fit the business context and achieve innovation through inter-organizational knowledge sharing. This paper studies the effects of inter-organizational KM on strategic knowledge sharing among allied organizations for innovation to understand the correlation between inter-organizational KM applications in line with factors of KM governance and inter-organizational innovation. A multiple-case study on two Asian companies, with multi-criteria decision-making (MCDM) questionnaire design for interviews and focus group discussion was adopted to collect and analyze the data. The findings address how organizations could adopt inter-organizational KM approaches and practical principles to improve the realization of innovation and serve as guidance for organizations in strategic alliances to employ inter-organizational KM for improving innovative performance.

An Integrated Framework of Knowledge Transfer and ICT Issues in Co-creation Value Networks

In dynamic value networks (VNs), knowledge serves as a basis for close collaboration of actors (i.e. firms with their partners and customers) to enhance co-creation of integrated solutions. In order to provide a technical foundation for seamless knowledge transfer among actors, VNs require distributed and interoperable intra- and inter-organizational knowledge management systems (KMS), which rely largely on advanced information and communication technology (ICT). KMS cannot be seen as stand-alone information systems but should address a variety of issues (e.g. organizational or social issues) in relation to knowledge management. Therefore, the new generation of such complex systems, appropriate for VNs, must deal with this variety of issues, ranging from merely business-oriented to pure technologically-oriented issues. Although scholars have studied knowledge transfer and ICT issues in VN settings, their insights and results remain fragmented because of the diverse research efforts from different perspectives (either from a more business or a more technical perspective). This necessitates that a broader perspective needs to be established. This study endeavors to address simultaneously potential issues of both knowledge transfer and ICT in a VN by developing a comprehensive integrated framework. The development of the framework is based on a three-step methodology which comprises the exploration and classification of generic ICT issues in a VN setting, and subsequently integrating knowledge transfer issues with ICT issues. The proposed integrated framework provides a well-structured theoretical basis for future KMS requirement engineering in VN environments.

Knowledge based development of innovative companies within the framework of innovation networks

The purpose of this paper is to study ties between knowledge based cooperation and innovative development of companies within the framework of external innovation networks, at home and abroad. The paper also presents the network model of the innovative company knowledge management (KM) in a innovation process and describes synergy effects of knowledge based cooperation (i.e. interorganizational KM and knowledge based relationships and learning) of the innovative company within innovation networks. The aim of a questionnaire, which was collected from 64 innovative companies, was to determine the effectiveness of interorganizational knowledge based coopetition (cooperation and/or competition) of companies within the innovation networks and influence of them on innovative development of companies. The key research questions the survey addressed were: How many and which types of outside collaborators did innovative firms cooperate within innovation networks, at home and/or abroad? What internal and external (domestic and foreign) sources of knowledge did the innovative companies use for innovations? How did innovative companies assess effectiveness of their knowledge based cooperation with respectively domestic or foreign collaborators, of various types, within innovation networks? Finally, the paper estimates the results of using chi-square test for independence research of knowledge based cooperation efficiency (which is connected with development) of innovative companies on their adequately home or foreign collaborators within innovation networks.

An Ontology-based Collaborative Knowledge Management Network to Enhance the Reusability of Inter-organizational Knowledge

A number of knowledge management (KM) approaches based on individual organizational KM strategies and business requirements have been developed without taking system interoperation into consideration. In this paper, a collaborative inter-organizational KM network is proposed to allow various organizations to access and retrieve inter-organizational knowledge. While knowledge engineers can reuse the inter-organizational knowledge to create and evaluate its own organizational knowledge, general users benefit from the effectiveness and efficiency of searching for relevant inter-organizational knowledge within the network

Inter-Organizational Communities of Practice for Improved Organizational Performance

This paper presents a new framework for understanding inter-organizational CoPs which have received less attention than they deserve from knowledge managers. The impetus for this paper is an action research project titled “Knowledge to Innovation in Solid Waste Management at Local authorities in Sri Lanka” which was carried out during the Jan 2008-June 2011 period. Observing the presence of a latent community of practitioners (CoPs) within the solid waste managers in question, efforts were made to further develop this community, resulting in improvements in the solid waste management (SWM) sector as a whole and the professional development of community members. However, there were no significant effects on the performance of individual local authorities. The purpose of the study is to situate our observations in the inter-organizational knowledge management literature to illuminate the subject of inter-organizational CoPs for improved organizational performance. A survey on the knowledge management literature published during the period 2000-2013 with communities as a keyword forms the basis of the paper. The literature search lends support to the observation that the form and function of inter-organizational CoPs are shaped by four interest groups - community members, community leaders, line managers and inter-organizational entities. Knowledge managers need to be cognizant of the different groups’ interests when using inter-organizational CoPs for organizational management.

Inter-organizational design fit in inter-organizational knowledge management

The purpose of this paper is to analyze existing knowledge on how organizations learn using multilevel comparison perspective of intra- and inter-organizational learning and to offer deeper understanding of the role that organizational design properties have in inter-organizational learning. Using Argote and Ophir (2005) findings on similarity vs complementarity fit developed for intra-organizational learning as an anchor, we analyze the role similarity vs complementarity fit of organizational configuration and coordination properties in inter-organizational settings. Our intention is to explicitly express the role of interorganizational design fit in inter-organizational knowledge management. Framework developed here systematizes and explains how strategic objectives of network creation (exploration or exploitation) should be aligned with learning mechanisms (learning by doing or learning by listening/observing) and organizational design properties. From the point of organization theory, this paper advances knowledge about the influence organizational design as intra-organizational property has on knowledge transfer between organizations and inter-organizational learning. Our framework helps managers understand how inter-organizational design fit can influence inter-organizational learning within the network. With regard to policy making, knowledge networks are becoming increasingly important as a mechanism of industrial development support, economic growth, increase of employment and poverty reduction and this paper points to mechanisms of inter-organizational design that can be used in managing these networks.

Inter-organizational Knowledge Management Within an NGO Community: A Pilot Study of a Unique Knowledge Sharing Structure

Knowledge management principles have traditionally been derived from for-profit organizations but are increasingly being utilized to support the success of non-profits organizations (NPOs). This pilot study examines the knowledge needs of a group of Alberta-based NPOs linked by a hub organization whose purpose is to facilitate knowledge sharing within this community.Les principes de gestion des connaissances sont habituellement issus des organisations à but lucratif, mais sont de plus en plus utilisés pour accroître le succès des organisations à but non lucratif (OBNL). Cette étude pilote examine les besoins en savoir d’OBNL albertaines regroupées sous une même organisation mère dont le but est la diffusion du savoir dans la collectivité.

Inter-organizational knowledge management in a coopetitive context in the aeronautic and space industry

Coopetition analyses the simultaneity of competitive and cooperative behaviours between rival firms. Scholars have focused their attention on strategic alliances, but specific coopetition issues are seldom addressed through in-depth studies. On the basis of inter-organizational relationships, coopetition provides partners with a competitive advantage by enhancing their knowledge creation and transfer, but exposes firms to the risk that rivals may capture their own knowledge. In this, it becomes necessary for firms to mix knowledge creation and transfer strategies with knowledge protection practices. This paper reports on a qualitative study of 37 firms and sheds light on the specific knowledge development process for the partners engaged in coopetition.

An Ontology-Based Collaborative Inter-Organisational Knowledge Management Network (CIK-NET)

Ontologies are widely used to represent knowledge explicitly but it is impractical to expect all individuals and organisations to agree on using one or a small subset of ontologies. The adoption of multiple ontologies causes ontology mismatches which make their inherent vocabularies and relationships become inconsistent, resulting in difficulty for one system to understand and reuse these ontologies. To achieve knowledge sharing and reuse, ontology mediation is required to reconcile mismatches between heterogeneous ontologies. In this paper, we investigate the application of ontology in knowledge management (KM). Many KM approaches have been developed with the purpose of managing organisational knowledge. However, these approaches only focus on managing intra-organisational knowledge, which is inadequate in current business environment because users are often required to access inter-organisational knowledge to complete their tasks. These approaches also fail to collaborate with each other as their designs are based on their own business and KM requirement in managing organisational knowledge. We argue that ontology and its mediation methods can be used to overcome limitation of non-collaborative problem in which individual organisation is unable to reuse inter-organisational knowledge. An ontology-based inter-organisational KM network is therefore proposed to allow organisations accessing and retrieving inter-organisational knowledge of common domain.

Ontology-Based Interorganizational Knowledge Management in Sustainable Construction Project

Due to the great negative impact, the construction industry needs to undergo a paradigm shift from traditional construction to sustainable construction. To reach the goal of sustainable development, the construction industry needs to intensify its efforts to move to a knowledge intensive mode. Based on the analysis of e-Cognos and the concept of ontology, this paper proposes that e-Cognos ontology can be applied in the development of sustainable construction process ontology, which is a key part of knowledge management system (KMS). Following this, the application process of ontology-based KMS is analyzed using IDEF0 modeling method. Finally, this paper analyzes interorganizational collaboration model in sustainable project.

The role of knowledge management in supply chains: evidence from the Italian food industry

This study deals with interorganisational Knowledge Management (KM) in the Italian food industry. Based on case studies, the paper defines the need for knowledge sharing amongst supply chain members in different collaborative activities. Then a framework is presented for investigating how Information Technology (IT)-based solutions for Supply Chain Management (SCM) fulfil the KM needs of the firms. Finally, the knowledge sharing and management enabled by the IT-based solutions for SCM are evaluated in terms of supply chain performance.

The reconfiguration of practical knowledge in competitive alliances

The nature and value of knowledge transfer and inter-organisational learning processes within cooperative alliances are well known. Less attention, however, has been paid to inter-organisational learning processes within 'competitive collaborations'. Particularly, the nature and extent of information system use within inter-organisational knowledge management practices has been under-explored. In this paper, we use a micro-political change lens to reveal the nature of inter-organisational learning and practical knowledge transformation. Drawing upon two case studies of competitive alliances in the retail sector, our findings suggest that inter-organisational learning and practical organisational knowledge transfer is uneven at an operational level. We investigate the relationship between value creation and inter-organisational information system use in competitive collaboration processes and argue that further development of competitive alliance theory at the sub-organisational level is required.

Between Innovation and Legitimation— Boundaries and Knowledge Flow in Management Consultancy

Management consultancy is seen by many as a key agent in the adoption of new management ideas and practices in organizations. Two contrasting views are dominant—consultants as innovators, bringing new knowledge to their clients or as legitimating client knowledge. Those few studies which examine directly the flow of knowledge through consultancy in projects with clients favour the innovator view and highlight the important analytical and practical value of boundaries— consultants as both knowledge and organizational outsiders. Likewise, in the legitimator view, the consultants’ role is seen in terms of the primacy of the organizational boundary. By drawing on a wider social science literature on boundaries and studies of inter-organizational knowledge flow and management consultancy more generally, this polarity is seen as problematic, especially at the level of the consulting project. An alternative framework of boundary relations is developed and presented which incorporates their multiplicity, dynamism and situational specificity. This points to a greater complexity and variability in knowledge flow and its potential than is currently recognized. This is significant not only in terms of our understanding of management consultancy and inter-organizational knowledge dynamics and boundaries, but of a critical understanding of the role of management consultancy more generally.

Ontology-based Collaborative Inter-organizational Knowledge Management Network

An international association advancing the multidisciplinary study of informing systems. Founded in 1998, the Informing Science Institute (ISI) is a global community of academics shaping the future of informing science.

The Knowledge Management of NPOs and the Critical Success Factors for Interorganizational Knowledge Management among NPOs

The Knowledge Management of NPOs and the Critical Success Factors for Interorganizational Knowledge Management among NPOs

Information technology in inter-organisational knowledge management: the case of law firm clients in Norway

Law firms represent corporate clients by providing specialised legal services. The inter-organisational knowledge management between a law firm and its clients increasingly finds support in information technology. This paper reports research results based on a survey of law firm clients in Norway. While information technologies such as e-mail, wordprocessing, spreadsheet, groupware and presentation software are used quite extensively, internet-based services such as law firms' online legal services on extranets are emerging.

Information Technology Support for Interorganizational Knowledge Transfer

This paper explores some important and contemporary issues concerning the knowledge-based view of the firm. Law firms represent an industry that seems very well suited to knowledge management investigation. Law firms are knowledge intensive, and the use of advanced technology may well transform these organizations in the future. This paper reports empirical results from Norwegian and Australian law firms on their use of IT to support their knowledge management practice. IT plays a critical role in inter firm knowledge management efforts. This interorganizational study documents that the extent of knowledge cooperation had a significant impact on the use of IT to support interorganizational knowledge management. The extent of interorganizational trust did not have any significant impact.