Inter-organizational Knowledge Research Articles

Exploring the impact of inter-organizational knowledge potential difference: an empirical investigation of inventor mobility

Exploring the impact of inter-organizational knowledge potential difference: an empirical investigation of inventor mobility

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

Culturally diverse teams and inter-organizational knowledge sharing behavior: The role of perceived morality and relationship orientation

This paper draws on social exchange and social capital theories to explore knowledge-sharing behavior with culturally diverse teams from business-to-business (B2B) partners. We use two experimental studies to examine the direct effects of cultural diversity between B2B partners and its indirect effects through perceived morality on their knowledge-sharing behavior, along with the moderating effect of B2B relationship orientation on the link between cultural diversity and their KSB. Using a behavioral measure of knowledge-sharing behavior, this paper extends the B2B relationships literature by highlighting the value that intercultural relationships bring to these relationships. In addition, the results provide managers with a range of strategies in managing culturally diverse teams, such as leveraging their B2B relationship orientation directed towards culturally diverse teams from partner firms to improve knowledge sharing with them.

The role of ICTs for knowledge sharing in franchising networks

PurposeDespite the significance of knowledge sharing for competitive advantage in networked businesses like franchising systems, there is a lack of comprehensive understanding regarding the strategic value of knowledge sharing in the context of franchising. In particular, the specific contribution of information and communication technologies (ICTs) in facilitating interorganizational knowledge exchange among franchising members remains inadequately understood, particularly in emerging economies. Therefore, this study aims to explore the mechanisms involved in the knowledge-sharing process facilitated by a virtual learning environment (VLE) within franchising networks and examine the role of VLEs in facilitating knowledge.Design/methodology/approachThis study uses a multiple-case study approach involving 24 franchisees and the franchisor within a Brazilian franchising network operating in the furniture market to examine the role played by a VLE.FindingsThe results of the study reveal that the introduction of a VLE has played a significant role in fostering enhancements in the knowledge-sharing process among the franchisor and franchisees in the network. Moreover, the results indicate that VLEs play a significant role in overcoming geographical obstacles, thereby enabling efficient knowledge sharing between franchisees and franchisors operating in extensive territorial contexts. Finally, findings indicate that intracommercial competition acts as a prominent barrier, leading to low levels of cooperation and knowledge-sharing intent among franchisees within the network.Originality/valueThis study contributes to the existing knowledge by enhancing the understanding of how ICTs can facilitate knowledge sharing in organizations operating within franchising systems. Furthermore, this paper advances the comprehension of the role of networking franchising configuration and governance in supporting organizational improvements. Additional actionable insights are provided.

Mapping interorganizational knowledge sharing mechanisms in projects from the socio-technical perspective

Interorganizational knowledge sharing (IKS) has become an important strategy for project organizations to drive high performance in interorganizational projects. Distinct IKS mechanisms (i.e., the management activities facilitating IKS among organizations) are proposed in the existing literature. However, the matching between knowledge categorization and IKS mechanisms are less explored. From the socio-technical perspective, this study employed grounded theory to identify and match different types of knowledge and IKS mechanisms. Qualitative data collected from primary and secondary sources were integrated to triangulate the research findings. Four categories of knowledge were identified based on their characteristics, including knowledge tacitness and heterogeneity. Then, a four-dimension framework of IKS mechanisms (i.e., event, social, technical, and document mechanisms) was developed to form matching configurations to facilitate IKS in different scenarios. This framework deepens our understanding of how to form strategies to apply proper IKS mechanisms to facilitate the sharing of different types of knowledge from the socio-technical perspective.

The impact of ICT on inter-organizational knowledge sharing for SMEs growth

It is common knowledge that information and communication technologies (ICTs) have made continuous inroads in the knowledge management field; thus, this study is modeled to examine the impact of ICTs on inter-organizational knowledge sharing (IOKS) and its subsequent effect on the growth of small and medium-sized enterprises (SMEs). The study adopts a descriptive survey design, using the quantitative research approach. Using the simple random sampling technique, a web-based questionnaire was used to collect data from 187 respondents. Results showed that IOKS among SMEs is not carried out to a great extent, which means that it is not a common practice among SMEs. Findings showed that less than half of the SMEs used training programs, internship programs, research collaboration and workshops for IOKS. It further showed that IOKS enhances sales, productivity, profit, organizational assets and equity. This study provides evidence of how ICT systems/tools have been used in IOKS and their impact on the growth of SMEs.

Flipping the odds of AI-driven open innovation: The effectiveness of partner trustworthiness in counteracting interorganizational knowledge hiding

This paper aims to analyze the negative effect of knowledge hiding on the relationship between artificial intelligence (AI) capability and open innovation (inbound and outbound) when partner trustworthiness (benevolence, integrity, and ability) is high. Structural equations were used to test this three-way interaction with survey data from a sample of 229 firms, mainly from highly digitalized sectors. The findings indicate that interorganizational knowledge hiding affects only the relationship between AI capability and outbound open innovation and that partner ability is the only factor that will counteract this negative effect. Therefore, co-exploitation of AI-based solutions with external allies is the sole scenario to encourage knowledge hiding by increasing employees' perceptions of the likelihood of AI negatively impacting their personal interests at work. Moreover, when trustworthiness is at the forefront of the intraorganizational discussion, the findings downplay the significance of benevolence and integrity as traits that significantly reduce knowledge hiding. In contrast, at the interorganizational level, knowledge hiding is lessened only when employees perceive that co-exploitation with external partners represents an opportunity to learn and capture crucial AI knowledge.

Creating and Sharing Interorganizational Knowledge Through a Supply Chain 4.0 Project

Digitalization in the supply chain involves important transformations in the relationships between supply chain partners. Studies investigating these transformations underline the need to create and share new knowledge processes in order to achieve successful digital projects that improve integration and collaboration in the supply chain. This article proposes to make a parallel between the stages of the SECI model concerning knowledge conversion and the different phases of a Supply Chain 4.0 project. By using a longitudinal case study, the authors fill the gap on the dynamics of knowledge transformation in supply chain digital projects. Based on a supplier portal project, the case study presented helps to understand how to ensure that the different partners will get fully involved in the digital project. It provides five managerial recommendations for companies that wish to commit to supplier development and knowledge sharing through digital projects.

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.

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.

Interorganizational knowledge sharing barriers and enablers: the case of Peshawar Bus Rapid Transit project

PurposeThe paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting at different levels of units. For this purpose, the interorganizational setting of Peshawar Bus Rapid Transit project in Pakistan is examined.Design/methodology/approachThis study adopts an exploratory single case study approach. The empirical data comprise semi-structured interviews and archival documents. Thematic analysis is used for analyzing the data.FindingsThe findings identify distinct knowledge sharing barriers and enablers at different level of units (individual, team, organizational and interorganizational). Based on the findings, an integrative framework of knowledge sharing barriers, enablers, and levels of units is proposed. Furthermore, the findings provide guidance to managers as the findings show how different knowledge sharing barriers and enablers are important at different levels of units.Originality/valueThis study novelty lies in determining separate sets of knowledge sharing barriers and enablers at different level of units in an interorganizational project. This study contributes to the literature on knowledge sharing by studying an interorganizational project.

Investigating Interdependencies Between Key Features of Lessons Learned: An Integral Approach for Knowledge Sharing

While there is a clear consensus in the literature on the need to share lessons learned, it remains unclear how to properly do so. This paper addresses this point and offers insight into how best to incorporate tacitly held social preferences for developing knowledge-sharing strategies. A descriptive survey was conducted to analyse the knowledge sharing practices for lessons learned within the railway sector. Eight variables are investigated that are derived from the four LEAF features: learnability, embraceability, applicability, and findability. This study revealed that for learnability, storytelling and discussion with colleagues are preferred ways to share personal experiences. Trust and the creation of a learning culture emerged as key aspects of embraceability. With regard to applicability, a process-related knowledge-sharing focus for intraorganisational and a content-related focus for interorganisational knowledge domains are preferred. Better technological findability is identified as a key area of improvement. Finally, novel dependencies are established using the chi-square test between key LEAF features.

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.

Mapping technological innovation dynamics in artificial intelligence domains: Evidence from a global patent analysis.

Artificial intelligence (AI) is emerging as a technology at the center of many political, economic, and societal debates. This paper formulates a new AI patent search strategy and applies this to provide a landscape analysis of AI innovation dynamics and technology evolution. The paper uses patent analyses, network analyses, and source path link count algorithms to examine AI spatial and temporal trends, cooperation features, cross-organization knowledge flow and technological routes. Results indicate a growing yet concentrated, non-collaborative and multi-path development and protection profile for AI patenting, with cross-organization knowledge flows based mainly on interorganizational knowledge citation links.

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.

Organisational forgetting: The food safety risk associated with unintentional knowledge loss

Organisational forgetting is associated with unintentional knowledge loss that makes both food businesses and consumers vulnerable to a food safety incident. It is essential that food businesses have strategies and processes in place to minimise unintentional knowledge loss to ensure that essential knowledge is retained, maintained and stays valid. The aim of this paper is to consider the risk associated with unintentional food safety knowledge loss at individual, organisational and inter-organisational levels. The research approach employed was to undertake a review of existing literature to frame the conceptual research. Screening of both academic and grey literature demonstrated a distinct knowledge gap i.e., there is limited previous research considering the concept of unintentional knowledge loss and its impact on food safety. Case study examples explore the academic theory in more depth. Three aspects of organisational forgetting are considered in the context of food safety: organisational amnesia, organisational memory decay, and supply chain déjà-vu. The first two aspects operate at the organisational level and the third at the supply chain level. To overcome the risk of unintentional loss, organisational and interorganisational knowledge needs to be effectively mapped and a knowledge retention policy needs to be developed, implemented and maintained that addresses all types of organisational and interorganisational knowledge, but especially food safety knowledge. • Loss of knowledge essential to manage food safety is a risk for all food businesses. • There is a lack of previous research on unintentional food safety knowledge loss. • Knowledge loss can occur at organisational and supply chain levels. • Knowledge retention policies are a key aspect of food safety management.