Configurations of knowledge transfer relations: An empirically based taxonomy and its determinants

Business models for open innovation: Matching heterogeneous open innovation strategies with business model dimensions

“…Here, the diversity of external sources, in terms of diverse backgrounds and skills, ensures a rich breadth of new ideas. "Depth" of knowledge search refers to the intensity with which companies draw knowledge from external sources and is often measured as the number of external partners that are deeply integrated into a company's innovation activities (Leiponen & Helfat, 2010;Oerlemans & Knoben, 2010;Bahemia & Squire, 2010;Laursen & Salter, 2006). Deeply integrating external sources into the company's innovation activities is required when innovations need to be jointly developed as in the case of R&D alliances.…”

Capabilities-Based Forecasting Model for Innovation Development in Small-and-Medium Construction Firms (Smcfs)

“…H12: Organizational innovation is positively related to firm performance. Gronum et al (2012) Manley (2008); Oerlemans and Knoben (2010) Indicators of integrated market orientation Narver and Slater (1990);Narver et al (2004); Nasution and Mavondo (2008) Reactive market orientation (i.e., customer orientation, competitor orientation and interfunctional coordination) Proactive market orientation (i.e., latent need fulfilment) -Gomez et al (2005) Managerial commitment to recognize and ensure employees understands importance of learning; Systems perspective in having a common objective; Openness and experimentation as ways of improving the work process; Knowledge transfer among the members in firm Indicators of human resource practice Nasution et al (2011) Job-related (match employees to specific job, employees as the most valuable resources, training programs, the importance of having satisfied employees, clear career paths for employees, job security for employees, high motivation); Reward related (benefits and bonuses for outstanding performance, receive feedback on the employees' performance)…”

A Social Network Perspective on Sport Management: The Effect of Network Embeddedness on the Commercial Performance of Sport Organizations

“…However, as mentioned in the theoretical section, there is a different body of work showing an inverted U-shape relation between the number of ties and organizational performance (e.g., Oerlemans & Knoben, 2010). In these studies it is argued that the downward sloping part of the relation is caused by the fact that the absorptive capacity of the organizations is exceeded and that they can no longer process the inputs from all partners effectively.…”

“…Empirical findings are very conclusive about the effects of the quantity of ties an organization maintains as multiple studies in various industries reported a positive relationship between the number of ties maintained and organizational performance (Ahuja, 2000;Baum, Calabrese, & Silverman, 2000;Hagedoorn & Schakenraad, 1994;Stuart, 2000). In contrast with these positive effects, maintaining lots of interorganizational relations might also have disadvantages as there is a limit to the number of relations that an organization can manage effectively (Oerlemans & Knoben, 2010). For example, sports organizations might neglect some of their (key) commercial relations which could impede the amount of sport sponsorship because of departing sponsors.…”