Sourcing knowledge for innovation: knowledge reuse and creation in project teams

Abstract

Access to this document was granted through an Emerald subscription provided by emerald-srm: 463575 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Abstract:Purpose-Present research investigates motivations of team members to source knowledge and how the sourced knowledge increases their reuse and creation outcomes.Methodology-A model based on knowledge sourcing perspective is proposed and tested to link knowledge sourcing methods in teams to their performance outcomes. The hypotheses are tested on data collected from a survey of 341 project teams. (1) critical role of team members' learning orientation in increasing knowledge sourcing, reuse, and creation; (2) group knowledge sourcing and repositories are more appropriate to increase knowledge reuse; (3) Internet is more effective to increase knowledge creation; and (4) knowledge reuse increases knowledge creation among team members with a strong learning orientation. Findings-Findings showResearch limitations/implications-Further studies can replicate our model and introduce group characteristics to improve its explanatory power. Also, use of self-reported measures in data collection may lead to biases, future research should collate different measures longitudinally or use separate primary and secondary observations.Practical implications-Team leaders should enhance team effectiveness by ensuring diversity of knowledge and skills. Current research emphasizes that team leaders can integrate a crowdsourcing or 'users as co-creators' approach to increase knowledge creation by team members. Team members' learning orientation can be increased by promoting a climate that encourages open discussion of problems, mistakes, and errors.Originality/value-Our research highlights that knowledge sourcing methods produce different performance outcomes regarding knowledge reuse and creation. These insights can be useful to team leaders and researchers in order to better understand what motivations team members to source knowledge and how it increases their reuse and creation outcomes.

Equity crowdfunding in technology transfer strategies and licensing

“…From a competencies perspective, companies generally prefer to collaborate with people with demonstrable communication and collaboration skills (Kleyn, 2010). According to a capability-based view of open innovation processes, this means that connective capacity, known as the process stages of maintaining knowledge in interorganizational relationships and subsequently reactivating this knowledge, represent a strategic factor (Garud and Nayyar, 1994;Zollo and Winter, 2002;Chesbrough, 2003;Grant and Baden-Fuller, 2004;Argote et al, 2000;Khedhaouria and Jamal, 2015). Digitalism is a transversal gap; then, a decisive step in this direction can only begin to argue in the light of the ecosystem for firms, universities and institutions and civil society to join forces and travel united (Carayannis and Campbell, 2012;Aloini, Farina, Lazzarotti, Pellegrini, 2017).…”

The Information System Development Based on Knowledge Management in Higher Education Institution

“…Knowledge management activities are all over the map in terms of technology implementations to get the right information to the right person at the right time (Malhotra, 2005). Effective knowledge management is now recognized to be the key driver of new knowledge and new ideas to the innovations process to new innovative products, services, solutions (Carrion, Landroguez, Rodrí guez, & Millá n, 2017;Drucker, 2011), and helps to articulate the missing segment in the causal chain connecting knowledge availability to its individual learning outcomes (Khedhaouria & Jamal, 2015). Knowledge management should combine information systems with the institutional development, regarding the institutional climate, culture, and structure, being an activity that develops, transfers and deliveries knowledge, in order to provide the essential information so that the institution members take the right decisions (Gonzalez & Martins, 2014;Ibrahim, 2017).…”

The Role of Feedback and Feed Forward Control System to Improve Competitive Advantage of SMEs in Indonesia

“…If it is used individually, it will not provide maximum function (Henri, 2006). The use of information comes from feedback control system will facilitate the process of how to get knowledge (Khedhaouria and Jamal, 2015). Knowledge itself comes from routine experience.…”