Knowledge networks in innovation among small KIBS firms

Siikonen, Jukka; Pellikka, Jarkko; Littunen, Hannu

doi:10.1504/ijird.2011.042188

Cited by 7 publications

(5 citation statements)

References 62 publications

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“…This denotes that, under certain conditions, internal knowledge plays a primary role in the development of innovations. On the other hand, internal resources may be insufficient: innovative activities can also, in many cases, dependent on external and complementary knowledge sources (Tödtling et al, 2006;Doloreux and Shearmur, 2010;Siikonen et al, 2011, Malerba, 2007.In summary, it may be argued that the proclivity to use a specific source of knowledge can change from a company to another, in relation to the innovation type (e.g. technological, commercial, managerial), the nature (more or less tacit) of the needed knowledge, and the adopted innovation patterns (Amara et al, 2010;Consoli and Helche, 2013;Bolisani et al, 2014).…”

Section: Sources and Approaches To Innovation Knowledge In Kibsmentioning

confidence: 99%

Searching for innovation knowledge: insight into KIBS companies

Zięba

Bolisani

Paiola

et al. 2017

Knowledge Management Research & Practice

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The paper analyses the activity of research for “innovation knowledge”—here defined as knowledge that can lead to the introduction of service innovations—by Knowledge-Intensive Business Services (KIBS) companies. It proposes a classification of the possible search approaches adopted by those companies based on two dimensions: the pro-activity of search efforts and the source primarily used. Such classification is then discussed on the basis of the findings of a multiple case-study investigation involving 15 Italian and Polish KIBS companies. The study confirms that KIBS firms follow various approaches to acquire knowledge for innovation: some companies adopt a passive behaviour (i.e. innovative ideas come as a kind of side effect of their daily business activities), while others an active one (namely, they actively search for new ideas originating from various sources); some rely more on internal resources (employees, in-house R&D, internal documents, etc.), while others on external sources (clients, suppliers, service providers, universities, etc.). The results of the study have implications both for research and management that are discussed in the conclusions

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Section: Sources and Approaches To Innovation Knowledge In Kibsmentioning

confidence: 99%

Searching for innovation knowledge: insight into KIBS companies

Zięba

Bolisani

Paiola

et al. 2017

Knowledge Management Research & Practice

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“…Phelan and Sharpley (2012) explain that skills include the ability to sense, act, and turn a problem into a profitable business proposal (Teece, 2012). Siikonen et al (2011) show that business skills are a learning process that affects individual characteristics, which combine talent and education or training (science) to become a strategist.…”

Section: Introductionmentioning

confidence: 99%

Impact of Knowledge Management on Business Performance Improvement: A Study on Batik Business

Santoso

2021

strategies. manage. bus. j.

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Entrepreneurial orientation is one of the antecedent variables that can improve small and medium enterprises' performance. This article provides a discussion on the scope of company performance, especially in small and medium enterprises. This article examines and analyzes the effect of entrepreneurial orientation on performance with management knowledge as a moderating variable in Indonesia's small and medium enterprises. The research sample, 45 small and medium batik enterprises in the city of Surakarta, Indonesia. Hypothesis analysis, using SPSS 22.00. The results showed that entrepreneurial orientation dimensions (innovation, proactive, risk-taking) significantly affected enterprise performance with β = .560 and sig ≤ 0.05. However, knowledge management does not influence moderation, where the effect is on performance with β = -.220 and sig > .112.

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“…For companies involved in innovation ecosystems (Adner & Kapoor, 2010;Autio & Thomas, 2014;Jackson, 2011;Valkokari, 2015), this implies that they can no longer develop new technologies -much less new products and serviceson their own, but instead need to cooperate with external organizations, including research institutes and other companies (Pellikka & Ali-Vehmas, 2016). This is particularly true for companies in knowledge-intensive industries that have seen an increase in external collaboration for creating and commercializing innovation (Dolata, 2016;Siikonen et al, 2011).…”

Section: Introductionmentioning

confidence: 99%