Integrating Functional Knowledge and Embedding Learning in New Product Launches

The challenges of radical innovation in Iran: Knowledge transfer and absorptive capacity highlights — Evidence from a joint venture in the construction sector

“…Ordanini et al (2008) present the key outcomes of knowledge management as knowledge creation (new knowledge), retention (embedded knowledge) and transfer (shared knowledge). Within projects, knowledge management is of increasing importance, and requires procedural and governance routines (Nonaka, 1994).…”

The Good and Bad of Ambidexterity: In Which Domains Should Firms Be Ambidextrous or Not to Foster Innovativeness?

“…Starting with March's work on exploration and exploitation in organizational learning [23], researchers have developed various conceptualizations of exploitation and exploration in contexts related to organizational adaptation and design [24,25,26,27], strategic management [15,28,29], and innovation management [1,11,14]. Many conceptualizations confound different domains, such that a more differentiated conceptualization might enhance our understanding of the ambidexterity phenomenon and provide a firmer theoretical foundation.…”

Technological Knowledge Transfer within Chaebols after the 1997-98 Crisis

“…Likewise, cross-functional teams that work as self-organisations have proven effective in generating new knowledge by drawing new ideas and specialised resources within the organisation. 10 In highly-diversified companies, however, such teams should mobilise people and resources not only across functions but also across businesses. Thus, task force teams with knowledge-creation missions may run into more complicated inter-unit co-ordination problems (e.g., how to gain support from diverse business units that have diverging business goals and interests).…”