Exploring individual-level and group-level levers for inter-organizational knowledge transfer

Abstract

Purpose – This purpose of this article is to contribute to the research on the role of individual and group-level autonomy and absorptive capacity for inter-organizational knowledge transfer. Design/methodology/approach – The study investigated a field sample of 274 individual participants in 82 groups who were taking part in a large-scale benchmarking project in the Norwegian public sector. Hypotheses were developed and tested by using multiple regression, structural equation modeling and hierarchical linear modeling and included an empirical test of moderator effects. Findings – The findings suggest that individual and group autonomy, along with individual experiences of absorptive capacity, supports complementarily inter-organizational knowledge transfer. Research limitations/implications – The study reinforces the idea that individual and group autonomy are enabling conditions for knowledge transfer from project settings to parent organizations. Absorptive capacity, in line with more recent theorizing, is conceived of and measured as an organizational meta-routine, and we recommend replication of this study in various multi-level settings using longitudinal designs. Practical implications – The study encourages managers to focus on distributing powers to individual facilitation and boundary-spanning roles and on creating cross-functional venues that promote the sharing of knowledge across different organizational units. The study also recommends that practitioners pay attention to the prominent role of autonomy at both the individual and group levels to support the dissemination of knowledge across boundaries. Originality/value – The study provides empirical evidence regarding the simultaneous role of individual autonomy, group autonomy and absorptive capacity that together provide the explanatory power required for knowledge transfer in inter-organizational settings.

The knowledge absorptive capacity to improve the cooperation and innovation in the firm

“…Because "the confluence of excessive internal knowledge and organizational inertia may make the relationship between the firm's absorptive capacity and innovation non-linear" (Díaz-Díaz & Saá-Pérez, 2014: page 440). Paulsen and Hjertø (2014) suggest that individual and group autonomy, along with individual experiences of absorptive capacity, supports complementarily inter-organizational knowledge transfer. Noblet et al (2011) emphasize the role of trust in the growth of its capacity.…”

Relação Entre Orientação Para Objetivos, Partilha Do Conhecimento E Capacidade Absortiva Em Equipas Ágeis

“…Dentre os vários fatores encontrados na literatura, temos a capacidade absortiva, que apresenta relação tanto com o desempenho (Easterby-Smith, Lyles & Tsang, 2008) como com a partilha do conhecimento (Paulsen & Hjertø, 2014;Van Wijk, Jansen & Lyles, 2008). A capacidade absortiva é uma habilidade que permite à empresa identificar conhecimentos externos, assimilá-los e aplica-los para fins comerciais (Cohen & Levinthal, 1990).…”

“…O relacionamento entre a partilha do conhecimento e a capacidade absortiva comprovadamente existe, mas a literatura não é clara sobre como isso acontece. Alguns estudos apontam que a partilha influencia a capacidade absortiva (Daghfous & Ahmad, 2015;Wuryaningrat, 2013), enquanto outros indicam a direção contrária (Awang, Hussain & Malek, 2013;Paulsen & Hjertø, 2014;Rejeb-Khachlouf, Mezghani & Quélin, 2011). Diversos fatores influenciam a partilha do conhecimento e a capacidade absortiva, dentre eles está a orientação para objetivos, um preditor de comportamento (Dweck, 1986) que explica as motivações como dois objetivos principais em situações ligadas a realizações de tarefas: objetivos de aprendizagem ou de desempenho (Dweck, 1986).…”

“…Existem diversos estudos que mostram que ambas são relacionadas (Paulsen & Hjertø, 2014;Van Wijk et al, 2008). No entanto, a forma como a relação acontece não está clara.…”

“…Assim, a adoção de metodologias ágeis pode impedir a criação e manutenção de conhecimento organizacional (Pikkarainen, 2008;Santos et al, 2015Santos et al, , 2015, o que pode impactar na capacidade absortiva e desempenho da organização (Naim & Lenka, 2016;Paulsen & Hjertø, 2014;Van Wijk et al, 2008).…”