Managing inter-organizational knowledge sharing

Loebbecke, Claudia; Fenema, Paul C. van; Powell, Philip

doi:10.1016/j.jsis.2015.12.002

Cited by 159 publications

(127 citation statements)

References 99 publications

(109 reference statements)

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“…On the negative side, results of performance management research based on supply chain management needs to be re-contextualized to counteract the reductionist paradigm. Supply chain management research seems to assume availability and cross-organization sharing of data which in practice is likely to meet resistance (Lia et al, 2006;Loebbecke et al, 2016). Two directions are starting to enrich a reductionist supply chain management approach.…”

Section: Supply Chain Management Approachmentioning

confidence: 99%

“…For instance, over time, effectiveness of a firm-centric or a network-level business model may deteriorate or get disrupted (Håkansson and Lundgren, 2006;Bankvall et al, 2017). Another example would be cooperation leading to a loss of knowledge required for an organizational narrative (Loebbecke et al, 2016). The collective narrative delegitimizes the organizational narrative (Joutsenvirta, 2011).…”

Section: Value Narrativesmentioning

confidence: 99%

“…Several studies on innovation and service management describe the advantages of interorganizational partnerships for the development of knowledge (Kerkhof et al, 2016;Kuijken et al, 2017;Loebbecke et al, 2016;Nooteboom, 2008;van Broek and van Veenstra, 2015). With respect to the process involved, often open frequent communication is named as an important principle for these value-enhancing partnerships (Christopher, 2011;Grönroos, 2011).…”

Section: Inter-organizational Data Sharingmentioning

confidence: 99%

“…Collective outcomes are jeopardized when organizations start to over-emphasize their self-interests or interests diverge. Moreover, sharing resources with a partner can be risky when organizations have a complex relationship that blends cooperation and competition (Loebbecke et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

“…It contributes to the rise of the extended resource based view: a view in which organizations form inter-organizational relationships to gain access to complementary resources and skills that reside in other companies (Pintelon et al, 2006). Increasingly inter-organizational relationships (IORs) have become viewed as a type of strategic driver, a 'conditio sine qua non' for business success (Loebbecke et al, 2016). Hence, there exists a close interplay between the overall strategy of the company and the role of IORs in that strategy (Parker and Van Alstyne, 2005).…”

Section: Introductionmentioning

confidence: 99%

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Collaborative eco‐innovation and green knowledge acquisition: The role of specific investments in Chinese new energy vehicle industry

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Eco-innovation has turned into the hotspot of numerous enterprises and governments to gain sustainable development. This study examines how enterprises acquire green knowledge in interorganizational cooperative eco-innovations, exploring the influence of different collaborative modes and the direct and moderating roles of specific investments. In accordance with interorganizational interaction level, the widely used collaborative modes can be attributed to low-(e.g., commissioned research and development [R&D]), medium-, and high-interaction modes (e.g., joint R&D and co-construction of R&D entities). Results from a survey of 172 Chinese firms operating in the new energy vehicle industrial chain support that both specific investments and collaborative eco-innovation have positive effects on green knowledge acquisition. Furthermore, the positive effect of collaborative eco-innovation is stronger for high-interaction collaboration modes than that for low-interaction collaboration modes. Specific investments also play a moderate role in the link of collaborative eco-innovation and green knowledge acquisition; similarly, the positive moderating effect is stronger for high-interaction collaboration modes than that for low-interaction collaboration modes. These findings suggest that when managers formulate the environmental policy, they should encourage collaboration, interorganizational interactions, and specific investments to acquire green knowledge. This paper mainly contributes to open eco-innovation literature by revealing the mechanisms and the boundary conditions under which collaborative mode could effectively promote green knowledge acquisition.

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Trust trigger and knowledge elicitor: The role of epistemic objects in coordinating the fragmentation and heterogeneity of knowledge in digital innovation networks

Liu

2019

Knowl Process Manag

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The paper aims to explore how epistemic objects-defined as objects of investigation that are simultaneously underdefined, unfolding objects in collaboration-orchestrate knowledge for coordinating the knowledge fragmentation and heterogeneity in digital innovation networks. By using a mixed-methods research approach, the paper begins with a qualitative case study to explain the relationships and follows up with quantitative surveys to test the hypotheses. As a result, this study finds that by acting as a trust trigger and a knowledge elicitor, epistemic objects facilitate the sharing, acquisition, and integration of knowledge, thereby coordinating the knowledge fragmentation and heterogeneity among collaborative digital ventures in their innovation networks. Hence, the study makes three contributions: (a) a focus on both affective and cognitive trust triggered by epistemic objects provides a novel source of motivation for collaborative knowledge and innovation activities, (b) the recognition of epistemic objects as a knowledge elicitor provides a new insight into identification and coordination of knowledge heterogeneity within innovation networks, and (c) it highlights the independent role of epistemic objects that presents an alternative to human control with instrumental artifacts on collaborative knowledge and innovation work.

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Managing inter-organizational knowledge sharing

Cited by 159 publications

References 99 publications

Alliance strategy: context, process, and requirements

Alliance strategy: context, process, and requirements

Collaborative eco‐innovation and green knowledge acquisition: The role of specific investments in Chinese new energy vehicle industry

Trust trigger and knowledge elicitor: The role of epistemic objects in coordinating the fragmentation and heterogeneity of knowledge in digital innovation networks

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