Customer knowledge transfer challenges in a co-creation value network: Toward a reference model

Bagheri, Samaneh; Kusters, Rob J.; Trienekens, Jjm Jos

doi:10.1016/j.ijinfomgt.2018.12.019

Cited by 26 publications

(27 citation statements)

References 59 publications

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“…This is because opportunism restricts value creation in several ways (Masten, 1988;Chowdhury et al, 2016): it increases transaction and information costs, escalates conflicts between alliance partners (Wathne and Heide, 2000;Yigitbasioglu, 2014), hampers the development of reciprocity or repeated commitment and trust, and suppresses confidence in partner cooperation (Vafeas et. al, 2016;Bagheri et al, 2019). Thus, the failure to see beyond the short-term optimisation of selfinterest inhibits cooperative effort (Luo, 2006;Ertimur and Venkatesh, 2010), and leads to value co-destruction.…”

Section: Transaction Cost Theory and Opportunismmentioning

confidence: 99%

Value co-destruction: Exploring the role of actors’ opportunism in the B2B context

Pathak

Ashok

Tan

2020

International Journal of Information Management

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This exploratory study investigates value co-destruction in the Business-to-Business (B2B) context and examines the impact of actors' opportunistic behaviour on value co-creation. The research undertakes an in-depth case study based approach. It uses data triangulation, where multiple sources of evidence (interviews, conference audio recordings and documents) are collected from the case organisation (a vendor) and its service ecosystem partners in the ICT sector. The partners included in the study are distributors, channel partners, competitors, and customers. B2B alliances are driven by the motivations to maximise strategic value and minimise transaction cost. Thus, using the ecosystem lens, we find that actors' capabilities (resources and perceived value), vendor's approach to achieving strategic benefit and the channel governance mechanism enable value co-creation. However, using the transaction cost theory lens, we report that actors' opportunistic behaviour, technological disruptions and new business model challenges lead to value co-destruction (in the form of termination of relationship, conflict and business liquidation). Alliance partners need to evaluate the strategic benefits of collaboration, knowledge sharing, learning, trust building, market expansion and technology sharing, considering partners' self-serving behaviour driven by transaction cost economies. All ecosystem actors are seeking to develop capabilities, exhibit knowledge differentiators, demonstrate technology leadership, reduce uncertainty and respond to new business model challenges thus causing value co-destruction. Thus, this research is more encompassing because it explores factors that lead to both value co-creation and co-destruction.

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Section: Transaction Cost Theory and Opportunismmentioning

confidence: 99%

Value co-destruction: Exploring the role of actors’ opportunism in the B2B context

Pathak

Ashok

Tan

2020

International Journal of Information Management

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“…However, some problems, such as the high variability of domain knowledge across members of alliance and the ad hoc nature of innovation alliances in mega projects that lead to weak intersubject trust and inadequate incentive systems (Ali et al, 2019;Bagheri et al, 2019;Zahedi et al, 2016), have resulted in new challenges to knowledge transfers, which in turn affect the progress of technological innovation and even project duration and quality. On the one hand, the technical difficulties that mega projects face are often unprecedented, making the knowledge that innovation alliances need to transfer highly ambiguous, embedded and integrated.…”

Section: Introductionmentioning

confidence: 99%

A system dynamic approach for simulation of a knowledge transfer model of heterogeneous senders in mega project innovation

Liu

Sun

et al. 2020

ECAM

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PurposeThe owners of mega projects typically assemble multiple academic research units and enterprises to form an innovation alliance, which carries out knowledge transfer and knowledge creation targeting technical challenges in the process of engineering construction. Due to high technical and management complexity of mega projects, factors affecting knowledge transfer among innovation subjects are complex and diverse. This study proposes a mixed system dynamics (SD) method to build and simulate the process of knowledge transfer in mega projects innovation and analyzes the driving mechanism that enhances knowledge stock of enterprises and engineering innovation results.Design/methodology/approachFirst, this paper proposes a conceptual model for knowledge transfer in mega projects by adopting event analysis of the data gained from investigations and interviews. Then, a qualitative model of knowledge transfer that considers mutual influences of the owner, academic research unit and enterprises is developed. Based on that, mathematical relationship among variables of the qualitative model is determined and a quantitative model of knowledge transfer that considers heterogeneity of knowledge sender is built. Finally, simulation is achieved using Vensim software.FindingsThe factors affecting knowledge stock of enterprises are analyzed from three aspects: (1) the individual motives and capability of academic research units and enterprises; (2) the gap between academic research units and enterprises; (3) the heterogeneity of academic research units. The results show that the willingness and capability of knowledge reception by enterprises, specific knowledge transfer context such as relational distance and organization distance between academic research units and enterprises and academic research units with high knowledge stock have key influences on the knowledge stock of enterprises.Research limitations/implicationsFactors affecting knowledge transfer within the alliance of innovation in mega projects and their correlations are highly complicated and difficult to determine. Despite massive investigations and interviews on many long-span bridges in China in this study, it is barely possible to directly obtain accurate data for all variables in the model. Limitations of historical data result in limitations on applications of the proposed model.Practical implicationsBy building the mega projects knowledge transfer model and conducting simulation analysis, this paper has generated practical values for the owners of mega projects on fostering, organizing, coordinating and managing of innovations. Especially, this study provides specific strategies and suggestions on selection of innovation subjects, motivation and guaranteed efficiency of knowledge transfer and knowledge creation of academic research units and enterprises.Originality/valueThis study proposes a conceptual model for factors affecting knowledge transfer that applies to innovations in mega project context, which fills the gap in the research of knowledge management in mega project innovations. Additionally, combining with the method of SD, the unique role of owner in knowledge transfer of mega projects and the differences among various knowledge senders and their influences on knowledge stocks of enterprises are thoroughly considered, and the research method of modeling and simulation of knowledge transfer mechanism is supplemented and extended.

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“…Customers, as an engine of knowledge co-creation and transfer (Bagheri et al, 2019), received extensive consideration in the product development and project management research. The central argument in this literature is that customers represent a tremendous source of new ideas and insights for innovation generation and need to be actively involved in the development process (Koskinen and Vanharanta, 2002).…”

Section: Discussionmentioning

confidence: 99%

On the heterogeneity and equifinality of knowledge transfer in small innovative organizations

Spraggon

Bodolica

2020

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PurposeTo date, it remains unclear whether the experiences of large corporations with regard to knowledge transfer and process formalization can be successfully replicated in small companies. In this paper, the authors seek to contribute to the specialized literature on internal knowledge transfer processes and their degree of formalization in the context of small-sized innovative firms.Design/methodology/approachThe authors adopt a multiple case study approach to perform an in-depth comparative analysis of processes deployed to transfer knowledge internally and their degree of formalization, relying on rich narratives shared by informants during the data gathering stage. This sample is composed of five small innovators operating in the software industry in Quebec and Ontario.FindingsThe authors identify seven knowledge transfer processes in our sample, namely communities of practice, within project teams, across project teams, non-project related meetings, in-house exchanges with clients, technological devices, and playful activities. Uncovering a high cross-case variation in terms of process formalization, the findings imply that the degree of formalization of intra-firm knowledge transfer processes has no direct bearing on the innovative success of small software companies.Originality/valueThe study sheds new light on the topic of heterogeneity of small organizations from the perspective of knowledge transfer endeavors and provides empirical evidence in support of equifinality for a subset of small-sized innovators from the software sector.

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Customer knowledge transfer challenges in a co-creation value network: Toward a reference model

Cited by 26 publications

References 59 publications

Value co-destruction: Exploring the role of actors’ opportunism in the B2B context

Value co-destruction: Exploring the role of actors’ opportunism in the B2B context

A system dynamic approach for simulation of a knowledge transfer model of heterogeneous senders in mega project innovation

On the heterogeneity and equifinality of knowledge transfer in small innovative organizations

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