Inter-organizational Knowledge Transfer Research Articles

Toward an Integrated Framework of Knowledge Transfer: When Non-Profit Organizations Become International

Existing literature lacks an in-depth exploration of Non-Profit Organizations (NPOs) studying transnational religious rituals and scripture dissemination, leaving a notable research gap. The study integrated the SECI model with an institutional distance framework to create a new path analysis, this research aims to reveal interorganizational knowledge transfer dynamics within such religious groups, focusing on Tiandi Teachings (TT) in Taiwan and its Branches of the Japan Diocese (BJD). Employing extended case methodology with participant observation and semi-structured interviews, the study analyzed data using grounded theory and NVivo 12 software. It identified insights into knowledge transfer processes within international religious organizations, elucidating mechanisms for establishing local legitimacy and transferring religious knowledge across borders. This research contributes to understanding how religious organizations globalize, enriches institutional theory, and underscores the importance of integrating institutional concepts with knowledge transfer models. Its findings offer practical benefits to religious leaders, policymakers, and academics.

Interorganizational Knowledge Transfer in Mass Gatherings: Exploring the Health and Safety Stakeholders' Perceptions Participating in the Athens Marathon.

Mass gatherings (MGs) usually represent significant challenges for the public health and safety sector of the host cities. Organizing a safe and successful mass event highly depends on the effective collaboration among different public and private organizations. It is necessary to establish successful coordination to ensure that all the key stakeholders understand their respective roles and responsibilities. The inconsistency between the variety of participating agencies because of their different culture can result in delays in decision making. Interorganizational knowledge transfer can improve the success of the event; however, knowledge transfer among professionals and agencies in MGs is not well-documented. This study used the 2018 Athens Marathon as the empirical setting to examine how interorganizational knowledge transfer was perceived among the multiple public health and safety professionals during the planning stage of the event. Data comprised 18 semi-structured, in-depth interviews with key informants, direct observations of meetings, and documentary analysis. Open coding and thematic analysis were used to analyze the data. Findings indicated that sharing the acquired knowledge was a necessary and challenging step to create an enabling collaborative environment among interacting organizations. Experiential learning was identified as a significant factor, which helped promote joint understanding and partnership work. Informal interpersonal exchanges and formal knowledge transfer activities facilitated knowledge sharing across organizational boundaries, helping to break down silos. Interorganizational knowledge transfer is a necessary step to achieve joint understanding and create an environment where interaction among agencies can be more effective. The study findings can be beneficial for organizers of marathons and other mass sporting events to support valuable interorganizational collaboration and conduct a safe event.

Challenges in Inter-organizational Knowledge Transfer for the Life Extension of Oil and Gas Facilities

Challenges in Inter-organizational Knowledge Transfer for the Life Extension of Oil and Gas Facilities

Knowledge transfer of eLearning objects: Lessons learned from an intercontinental capacity building project.

BackgroundEffective knowledge transfer of eLearning objects can hasten the adoption and dissemination of technology in teaching and learning. However, challenges exist which hinder inter-organisational knowledge transfer, particularly across continents. The ACoRD project aimed to transfer knowledge on digital learning development from UK/EU (provider) to Malaysian (receiver) higher education institutions (HEIs). This study explores the challenges encountered during the knowledge transfer process and lessons learned.MethodsThis is a qualitative study involving both the knowledge providers and receivers in focus group discussions (n = 25). Four focus group discussions were conducted in the early (n = 2) and mid-phase (n = 2) of the project by trained qualitative researchers using a topic guide designed to explore experiences and activities representing knowledge transfer in multi-institutional and multi-cultural settings. The interviews were audio-recorded, transcribed verbatim, and checked. The transcripts were analysed using thematic analysis.ResultsFive main themes emerged from this qualitative study: mismatched expectations between providers and receivers; acquiring new knowledge beyond the professional "comfort zone"; challenges in cascading newly acquired knowledge to colleagues and management; individual and organisational cultural differences; and disruption of knowledge transfer during the COVID-19 pandemic.ConclusionThis study highlights the need to create a conducive platform to facilitate continuous, timely and bi-directional needs assessment and feedback; this should be done in the early phase of the knowledge transfer process. The challenges and strategies identified in this study could guide more effective knowledge transfer between organisations and countries.

The Constitution of Boundaries: How the Embeddedness of Organizational Users Structures the Transfer of their Knowledge

Private and organizational users are widely treated as equal in the literature on the integration of users in innovation projects. Based on a practice-theoretical perspective, we argue in this paper that this equation is inconsistent and inadequate. While users are conceptualized as competent and embedded when it comes to the genesis of their user knowledge, both factors are ignored when their involvement in the innovation process is considered. Drawing on empirical findings on interorganizational knowledge transfer, we show that the social, formal, and material embeddedness of organizational users crucially structures their integration. By elaborating the role of different structural dimensions in detail, we highlight the distinctive features of organizational users. In doing so, we further develop a heuristic that enables a detailed and adequate analysis of their integration.

Inter-Organizational Collaboration: Units and Levels of Analysis with Multi-Theory Lenses

Efficient knowledge and information transfer within as well as across organizational boundaries are of a proven importance for survival and growth of firms. At the same time, however, on the one hand, knowledge available within organizations is not always used to its full capacity, at times at the considerable detriment of organizations involved. Furthermore, on the other hand, despite the recognized importance of an efficient interorganizational knowledge transfer, many collaborations have not delivered on their promises. Merges and acquisitions deals, for instance, are prone to fail. The goal of this article is to propose and illustrate a conceptual argument why knowledge and information transfer that crosses departmental and firm boundaries, and in doing so often also domain or disciplinary boundaries, is challenging.

Inter-firm knowledge transfer in R&D project networks: A multiple case study

Inter-organizational knowledge transfer is widely considered to be an important source of competitiveness in the extant literature and by innovation policymakers. This paper reports on a study that investigated inter-firm knowledge transfer in research and development (R&D) projects that received public funding. All projects took place in Finland and included university and/or research institute member(s). Based on multiple case studies, the significance of social capital in knowledge transfer was analyzed. Aspects that limited the knowledge transfer were identified and the effects of motivation on collaboration were evaluated. In certain cases, the knowledge transfer between firms was minimal and existed only in formal meetings. Surprisingly, the firms shared their R&D results openly with other network members, but this was not considered particularly beneficial.The knowledge transfer was limited by changes in consortiums, changes in project duration and/or budget, differences in R&D interests, insufficient resources, and ability to achieve R&D goal(s) without collaboration. In cases with active collaboration, several features of social capital in combination with complimentary business goals were perceived as facilitators of knowledge transfer. Based on the results, practical implications for innovation policymakers and project coordinators, and directions for future research, are proposed.

Modeling and Analysis of Interorganizational Knowledge Transfer Considering Reputation Mechanisms

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.

Recovery Focused Nutritional Therapy across the Continuum of Care: Learning from COVID-19.

Targeted nutritional therapy should be started early in severe illness and sustained through to recovery if clinical and patient-centred outcomes are to be optimised. The coronavirus disease 2019 (COVID-19) pandemic has shone a light on this need. The literature on nutrition and COVID-19 mainly focuses on the importance of nutrition to preserve life and prevent clinical deterioration during the acute phase of illness. However, there is a lack of information guiding practice across the whole patient journey (e.g., hospital to home) with a focus on targeting recovery (e.g., long COVID). This review paper is of relevance to doctors and other healthcare professionals in acute care and primary care worldwide, since it addresses early, multi-modal individualised nutrition interventions across the continuum of care to improve COVID-19 patient outcomes. It is of relevance to nutrition experts and non-nutrition experts and can be used to promote inter-professional and inter-organisational knowledge transfer on the topic. The primary goal is to prevent complications and support recovery to enable COVID-19 patients to achieve the best possible nutritional, physical, functional and mental health status and to apply the learning to date from the COVID-19 pandemic to other patient groups experiencing acute severe illness.

Exploring inter-organizational Knowledge Transfer and implications for innovation within the framework of Renewable Energy Projects’ co-development: Case study of an institutional organization

Dans un contexte mondial où les économies sont de plus en plus fondées sur la connaissance, les organisations sont obligées de maintenir leur innovation pour rester compétitives. Dans ce cadre, les études organisationnelles ont considérablement montré que la connaissance est la ressource clé d’une entreprise pour obtenir un avantage concurrentiel. En outre, les domaines liés à la gestion des connaissances ont accordé une grande importance aux antécédents et implications du concept de transfert de connaissances tant au niveau intra qu’inter-organisationnel. Notre recherche vise à explorer le concept de transfert de connaissances inter-organisationnel et l’apprentissage dans le contexte de co-développement des projets d’énergie renouvelable, ainsi que les principales implications pour l’innovation.

Cultural distance and inter-organizational knowledge transfer: a case study of a multinational company

PurposeThe purpose of this study is to explore a phenomenon in knowledge management that has been given scant attention: the influence of cultural distance on inter-organizational knowledge transfer in the context of multinational companies involving headquarters in the USA and a subsidiary in Sri Lanka.Design/methodology/approachDesigned as a qualitative exploratory study, data was collected through in-depth interviews of 15 participants and documents review.FindingsThe findings of this study implied that the theoretically introduced cultural dimensions shall be relevant to analyze the phenomenon of this study. Consequently, through the findings of this study, it is argued that inter-organizational knowledge transfer in multinational companies is influenced by cultural distance.Research limitations/implicationsThis study theoretically and empirically contributes to the debates on knowledge transfer in knowledge management research in general and, inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries with respect to the influence of cultural distance in particular, through the light of Trompenaars’ (1993) cultural dimensions theory.Practical implicationsThe findings of this study could motivate the practitioners to take into account: the influence of cultural distance on inter-organizational knowledge transfer, if inter-organizational knowledge transfer happens in similar contexts: multinational companies with a headquarters in the USA (a western context) and a subsidiary in Sri Lanka (a non-western context) in the practical business world.Originality/valueThis study provides theoretical and empirical insights into the influence of cultural distance on inter-organizational knowledge transfer in multinational companies between headquarters and subsidiaries in the selected context while suggesting various avenues for further research toward the influence of cultural distance on such phenomenon in similar/dissimilar contexts.

Using Blueprints to promote interorganizational knowledge transfer in digital health initiatives-a qualitative exploration of a national change program in English hospitals.

ObjectiveThe Global Digital Exemplar (GDE) Program is a national attempt to accelerate digital maturity in healthcare providers through promoting knowledge transfer across the English National Health Service (NHS). “Blueprints”—documents capturing implementation experience—were intended to facilitate this knowledge transfer. Here we explore how Blueprints have been conceptualized, produced, and used to promote interorganizational knowledge transfer across the NHS.Materials and MethodsWe undertook an independent national qualitative evaluation of the GDE Program. This involved collecting data using semistructured interviews with implementation staff and clinical leaders in provider organizations, nonparticipant observation of meetings, and key documents. We also attended a range of national meetings and conferences, interviewed national program managers, and analyzed a range of policy documents. Our analysis drew on sociotechnical principles, combining deductive and inductive methods.ResultsData comprised 508 interviews, 163 observed meetings, and analysis of 325 documents. We found little evidence of Blueprints being adopted in the manner originally conceived by national program managers. However, they proved effective in different ways to those planned. As well as providing a helpful initial guide to a topic, we found that Blueprints served as a method of identifying relevant expertise that paved the way for subsequent discussions and richer knowledge transfers amongst provider organizations. The primary value of Blueprinting, therefore, seemed to be its role as a networking tool. Members of different organizations came together in developing, applying, and sustaining Blueprints through bilateral conversations—in some circumstances also fostering informal communities of practice.ConclusionsBlueprints may be effective in facilitating knowledge transfer among healthcare organizations, but need to be accompanied by other evolving methods, such as site visits and other networking activities, to iteratively transfer knowledge and experience.

The effects of inter-organizational compatibility on knowledge transfer in cross-border M&As

PurposeThe study adopts congruence theory to explore the structure of inter-organizational compatibility and its structural effects on knowledge transfer in cross-border merger and acquisitions (M&As).Design/methodology/approachThis paper built a moderated-mediation model that presented the relationship between inter-organizational compatibility and knowledge transfer. Regression analysis was conducted with 182 samples from China to examine the model and hypotheses.FindingsThe results indicate that inter-organizational compatibility is a four-dimensional construct comprising culture, strategy, routine and knowledge. Additionally, inter-organizational compatibility has structural effects on knowledge transfer. Specifically, routine compatibility mediates the relationships between cultural compatibility and knowledge transfer and between strategic compatibility and knowledge transfer. Moreover, the mediating roles are moderated by knowledge compatibility.Originality/valueThis study updates the construct and provides a comprehensive and fresh understanding of inter-organizational compatibility. Additionally, it presents the structural effects of inter-organizational compatibility on knowledge transfer.

Knowledge Transfer between MNC Subsidiaries and Local Firms: The Case of Foreign Owned MNC Subsidiaries in Finland

The role of MNC subsidiaries in exchanging knowledge from their local relations is crucial for the success of MNCs. Foreign subsidiaries, which are embedded in their respective local networks, do not have the same propensity to access and leverage local knowledge. It is determined by several antecedents of inter-organizational knowledge transfer. In this study, several hypotheses were developed and tested on data collected from managers of foreign owned MNC subsidiaries operating in Finland. The results show that similarities in business practices and existence of rich communications between the units have significant positive impact on the amount of knowledge transferred. Length of knowledge exchange relationships, volume of inter-unit trade, parent country nationality of subsidiaries and the existence of lateral relations between the two units do not have significant impact on the amount of knowledge transferred. A minimum level of shared business practices and lateral relations are essential for social communications to have impact on the amount of knowledge transferred.

Innovation of enterprise technology alliance based on BP neural network

Enterprise technology alliance innovation is the power force of enterprise development. At present, the enterprise science and technology alliance is affected by many factors in the innovation process. It is difficult to grasp the direction of science and technology innovation in an economic market environment, which has a certain impact on the development of enterprises. Based on the BP neural network model, this study uses relationship embedding and structure embedding in network embedding as predetermined variables and inter-organizational knowledge transfer as intermediary variables to study the internal mechanism of technological innovation capabilities of China’s high-tech enterprise technology alliances. Furthermore, a corresponding model was constructed for simulation analysis, and a valid factor analysis was performed on the valid data with Lisrel 8.70. The results show that network embedding is the power force of enhancing the technological innovation capability of China’s high-tech enterprise technology alliances.

Enriching SME Learning and Innovation Through Inter-Organizational Knowledge Transfer

Small and medium enterprises (SMEs) are today considered a driving force in several nations' economies. Inter-organizational knowledge transfer (IOKT) enables organizations including SMEs to improve operational and strategic performance. To enhance SMEs' competitive advantages, they need external knowledge to enrich learning capabilities. This study uses qualitative methodology to examine the values that can be generated from the IOKT process in SMEs. Participants were 10 Omani SMEs from the ICT sector, a knowledge-intensive sector. Based on face-to-face, semi-structured interviews, the results confirmed that inter-organizational knowledge transfer is considered important to SMEs. Results indicated that learning benefits are gained from informal IOKT activities at those SMEs, but they do not yet show a strong impact on the innovation performance of organizations. Thus, this study provides valuable insights for researchers and practitioners interested in the SME domain to use as a basis for their investigations.

A network perspective of knowledge transfer in tourism

Efficient transfer of knowledge is the prerequisite for innovation and competitiveness of tourism destinations. This paper uses network analysis to examine inter-organizational knowledge transfer in Western Australian tourism. The findings indicate that Western Australian network has low connectivity and is highly centralized around public bodies with a hierarchical pattern. The network also exhibits few reciprocal relationships with limited boundary spanners. The findings improve the understanding of the Western Australian tourism knowledge network, its weaknesses and strengths, which can be used to make policies to have a more efficient and innovative destination. In addition, this research provides a model for future research of how to explore and analyze the inter-organizational transfer of knowledge within a tourism destination.

Promoting Co-evolutionary Adaptations for Sustainable Tourism: The “Alpine Convention” Case

ABSTRACTThe sustainable development of tourism destinations is the result of co-evolutionary adaptations between tourism firms and their environment. Recent tourism studies adopting the co-evolutionary approach – also fertilized by evolutionary economic geography literature – have looked at how these adaptations are promoted at the firm’s level, while little has been said about how adaptations can be promoted at the environmental level, and especially the institutional level. Thus, this paper examines the role played by institutions for the sustainable development of a tourism destination, mainly looking at the mechanisms that promote co-evolutionary adaptations. In particular, the study focuses on the qualitative analysis of a longitudinal intrinsic case study concerning the Institution “Alpine Convention”. Data are analyzed through a mixed thematic analysis. Findings highlight the pivotal role played by stakeholders’ involvement in decision making processes and by the inter-organizational knowledge transfer in promoting effective co-evolutionary adaptations. The paper contributes significantly to the tourism literature and to the study of co-evolving mechanisms among macro-, meso-, and micro- levels. Implications for both policy makers and executives emerge, together with suggestions for future research.

Inter-organizational knowledge transfer in Omani SMEs: influencing factors

PurposeInter-organizational knowledge transfer (IOKT) is important especially for small and medium enterprises (SMEs). Organizations need external knowledge to improve learning capabilities and their own competitiveness. SMEs are important for every nation’s economy. IOKT can enable SMEs’ learning and innovation and consequently its contribution to the national economy. This study aims to examine the factors that influence the IOKT process in Omani SMEs.Design/methodology/approachThis study uses qualitative methodology. Participants were ten Omani SMEs from the information and communications technology sector, a knowledge-intensive sector. The study is based on face-to-face semi-structured interviews and content analysis.FindingsThe results confirmed that inter-organizational knowledge is considered to be important to SMEs. This research also showed that IOKT is affected by many factors related to the donor organization, recipient organization, nature of the knowledge and inter-organizational dynamics. The core factor to IOKT in SMEs is risk and trust.Originality/valueLiterature shows that there is an emphasis on the importance of studying knowledge management in SMEs; however, there is little work that has been done. Such study is even more important for Omani SMEs to improve their learning, innovation and contribution to a national diversified economy. This study provides valuable insights to establish an effective foundation for IOKT in Omani SMEs.

Knowledge Transfer in Interorganizational Partnerships: What do we know?

This paper reviews the literature on knowledge transfer in inter- organizational partnerships. Our aim is to assess the advances in this field by addressing the questions: What factors impact knowledge transfer in interorganizational partnerships? How do these factors interact with each other? We carried out a systematic literature review in ten top journals between 2000-2017. We identified three overarching themes, which were organized according to fourteen research questions. The first theme discusses knowledge in itself and elaborates on aspects of its attributes. The second theme presents the factors that influence interorganizational knowledge transfer at the macroeconomic, interorganizational, organizational and individual levels. The third theme focuses on the consequences, namely effectiveness and organizational performance. In addition to providing a synthetic overview, we propose a novel theoretical framework that links antecedents, process and outcomes. Our analysis also identifies aspects that are either less well researched or contested. We conclude by suggesting directions for future research, methodological improvements and guidance for practice.