Knowledge Sharing in Organizations

Caimo, Alberto; Lomi, Alessandro

doi:10.1177/0149206314552192

Cited by 75 publications

(36 citation statements)

References 87 publications

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“…This assumption is the basis on which we argue that firms deploying an overly protective orientation will suffer from missed opportunities to share and receive knowledge, even if we do not measure the knowledge flows directly. In particular, high emphasis on protection might make the firms and their employees unable to engage in reciprocal knowledge sharing in different contexts (Tranekjer and Knudsen, 2012; Caimo and Lomi, 2015; Loebbecke et al , 2016), leaving the firms with lower number of combinatory knowledge search opportunities (Savino et al , 2017). For firms that involve high renewal capital, the combinatory search benefits will be thus dampened by overly protective approaches.…”

Section: Conceptual Background and Hypothesesmentioning

confidence: 99%

To protect or not to protect? Renewal capital, knowledge protection and innovation performance

Ritala

Kianto

Vanhala

et al. 2022

JKM

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Purpose Firms need to constantly renew themselves to keep up with the pace of competition and proactively establish innovations to the markets. This requires capabilities in learning and renewing of the firm’s knowledge base, conceptualized as renewal capital of the firm. On the other hand, firms that acquire high levels of competitiveness by renewing their knowledge base also need to protect that knowledge from unwanted spillovers. This study aims to examine how renewal capital affects incremental and radical innovation performance of the firm, moderated by the firm’s protection of its strategic knowledge. Design/methodology/approach The study is based on a multi-industry survey study with a time-lagged data set, with independent variables collected in the first wave, followed by a second wave four years later for the dependent variables. The authors test the hypotheses using partial least squares structural equation modeling. Findings The authors find that firms’ renewal capital is positively associated with the level of incremental and radical innovation. Furthermore, the authors find that knowledge protection negatively moderates the relationship between renewal capital and incremental innovation performance of the firm. In case of radical innovation performance, similar moderating effect is not statistically supported. Originality/value With a time-lagged research design, this study study reveals the interdependent roles of renewal capital and knowledge protection for firm’s innovation performance, and provides insights of when (and when not) it would be beneficial for a firm to seek renewal and protective oriented approaches.

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Section: Conceptual Background and Hypothesesmentioning

confidence: 99%

To protect or not to protect? Renewal capital, knowledge protection and innovation performance

Ritala

Kianto

Vanhala

et al. 2022

JKM

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“…e results of previous studies illustrate the positive relationship between control and social exchange norms. In organizational management, the interactions between controls and social exchange relations (such as reciprocity) may facilitate knowledge transfer and information sharing [62]. Ideally, controls can increase the overall quality of the cooperation, thereby promoting reciprocity and communication [7].…”

Section: Effects Of Control and Trust On Social Exchange Normsmentioning

confidence: 99%

Impact of Control and Trust on Megaproject Success: The Mediating Role of Social Exchange Norms

Wang

Fang

2019

Advances in Civil Engineering

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Trust and control are the two main governance mechanisms in megaprojects. However, the role of social exchange norms in trust and control governance remains unclear. Based on social exchange theory, we explored the impact of control and trust on megaproject success by considering the mediating effect of social exchange norms, which include reciprocity, negotiation, and information sharing. Partial least squares structural equation modeling was used to test the hypotheses based on data collected from 155 respondents. Results show that control and trust have positive effects on megaproject success. Trust can promote social exchange norms. That is, the higher the level of trust is, the greater the likelihood that reciprocity, negotiation, and information sharing will increase. Control does not have a significant impact on social exchange norms. Social exchange norms have a mediating effect on the relationship between trust and megaproject success but not on the link between control and megaproject success. Our findings fill in the gaps in the literature on megaproject governance and contribute to the development of megaproject management theory, which can help project managers understand the motivation orientations of all parties to make decisions wisely and rationally under complex environments.

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“…Networking describes the way relationships are built up (Jarillo, 1988) and the network is the structure that develops as a consequence. Often knowledge sharing and transfer activities across intraorganisational boundaries are shaped by both, formal and informal relations (Caimo and Lomi, 2014) and determined by the types of relationships the company establishes and maintains (Lorenzoni and Baden-Fuller, 1995; Grant and Baden-Fuller, 2004; McEvily and Marcus, 2005).…”

Section: Literature Reviewmentioning

confidence: 99%

“…However, between network partners and within organisations, knowledge is shared through both formal and informal relations (Caimo and Lomi, 2014). Formal relations are governed in a different way from informal relations and distinct knowledge sharing mechanisms exist (Caimo and Lomi, 2014). Furthermore, companies network relations depend on the industry structure as well as the position each fulfils within the network (Iansiti and Levien, 2004; Zahra and Nambisan, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…Knowledge sharing between partners is not subject to the same governance mechanisms and processes as knowledge sharing within companies (De Witt and Meyer, 2010). However, between network partners and within organisations, knowledge is shared through both formal and informal relations (Caimo and Lomi, 2014). Formal relations are governed in a different way from informal relations and distinct knowledge sharing mechanisms exist (Caimo and Lomi, 2014).…”

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confidence: 99%

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Knowledge sharing and collaborative relationships in business ecosystems and networks

Wulf

Butel

2017

IMDS

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The sharing of knowledge between partners in collaborative relationships is widely accepted to be fundamental to supporting strategic decision making, particularly in relation to innovation management and business sustainability. This research focuses on how the structure of collaborative relationships in business networks may determine successful knowledge sharing and thus improve decision making and business performance. Design/methodology/approach: Expert interviews were conducted with participants operating in networks and business ecosystem in four different sectors in Italy and Germany, exploring the process of knowledge sharing, organisational learning and decision making within collaborative relationships. A qualitative textual analysis was used to analyse the experts' responses. Findings: The research found that an organisation's network position and the network structure, as well as the governance and richness of the business ecosystem in which it operates, influence its ability to share knowledge, to innovate and therefore to compete sustainably. Research and practical implications: The research demonstrates that innovative strategic decision making, based on access to appropriate knowledge, occurs within the context of social and business network relations operating within a broader more diverse business ecosystem. Closer dyadic or small working group ties best facilitate trust and sharing of the most valuable knowledge. Appropriate participation in and management of such structures is therefore essential to support knowledge-based decision making, and critical to sustained competitive advantage. Originality and value: The research focuses on how inter-firm relationships are established and maintained, how firms establish trust and facilitate knowledge sharing forming the basis of organisational learning.

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Knowledge Sharing in Organizations

Cited by 75 publications

References 87 publications

To protect or not to protect? Renewal capital, knowledge protection and innovation performance

To protect or not to protect? Renewal capital, knowledge protection and innovation performance

Impact of Control and Trust on Megaproject Success: The Mediating Role of Social Exchange Norms

Knowledge sharing and collaborative relationships in business ecosystems and networks

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