Technology Transfer as a Function of Position in the Spectrum from Research Through Development to Technical Services.

Allen, Thomas J.; Tushman, Michael L.; Lee, Denis M. S.

doi:10.2307/255809

Cited by 186 publications

(86 citation statements)

References 21 publications

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“…In addition, the existence of a formal internal technical group enhances the transfer of technical knowledge from the outside into the organization (Allen, Tushman, & Lee, 1979;Zmud, 1983). This finding is consistent with Cohen & LevinthalÕs (1990) absorptive capacity theory, which suggests that ''the firmÕs absorptive capacity depends on the individuals who stand either at the interface of the firm and the external environment or at the interface between subunits of the firm.''…”

Section: Communication Channelssupporting

confidence: 77%

Corporate culture, absorptive capacity and IT success

Harrington

Guimarães

2005

Information and Organization

142

105

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Section: Communication Channelssupporting

confidence: 77%

Corporate culture, absorptive capacity and IT success

Harrington

Guimarães

2005

Information and Organization

142

105

View full text Add to dashboard Cite

“…A risk present during traditional dissemination was a reliance on the extent of the gatekeepers social network (Allen et al, 1979;Teigland & Wasko, 2003;Tushman & Scanlan, 1981a,b;Wasko et al, 2004;Whelan, Collings, et al, 2010;Whelan, Teigland, et al, 2010) which could result in the planned or inadvertent exclusion of colleagues who would benefit from dissemination (Whelan, Teigland, et al, 2010). This risk was not present in this research as the knowledge was stored in an accessible electronic format.…”

Section: Knowledge Disseminationmentioning

confidence: 88%

“…Behaviours that distinguish gatekeepers as outlined by Klobas and McGill (1995) were: their library use, attendance at conferences, electronic information resource use, and participation in user-group activities. Contact with external research R&D colleagues was seen as more important for applied research, while contact with other corporate areas was more important in development activities (Allen, Tushman, & Lee, 1979).…”

Section: Acquisiɵon T R Anslaɵon Disseminaɵonmentioning

confidence: 99%

Developing new categories of knowledge acquisition, translation and dissemination by technological gatekeepers

Walsh

2015

International Journal of Information Management

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a b s t r a c tThe role played by gatekeepers who acquire external technical knowledge, translate that knowledge so as to contextualise it for their companies needs and disseminate it to key organisational personnel is of increasing importance and value to firms. This study uses a single case study to extend the existing literature on technological gatekeepers through helping to fill two theoretical gaps. Firstly, by examining how gatekeepers operate in a new functional area: a technical hardware and software product support department. Secondly, by focusing on a site where corporate information systems and repositories were used to support gatekeeping activities. This focus on new organisational and systems contexts enabled the development of new categorisations within each phase of gatekeeping activity, resulting in a revised model of gatekeeper behaviour. Two new and distinct modes of knowledge acquisition were identified: reactive acquisition to solve immediate problems and proactive acquisition that was related to emerging technologies. Whether knowledge had been validated or was provisional was identified as a new concept to be considered during the acquisition phase. The systems focus enabled a number of new forms of knowledge translation and dissemination to be categorised. Rationalised translation involved clarifying and elaborating on translations held in the corporate repository while tiered translations enabled versions of translations to be electronically available to different levels of users. While interpersonal dissemination was present the increasing reliance on information systems for dissemination diminished the traditional need for gatekeepers to expended time and energy developing social networks.

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“…One thing we've noticed while going through your work was that some of your major theoretical concepts like ambidexterity (Tushman & O'Reilly, 1996) were first introduced in more practice-oriented journal before making their ways to more academically oriented journals. My early work was in R&D labs, and performance of R&D teams with Tom Allen and Ralph Katz (Allen, Lee, & Tushman, 1980;Allen et al, 1979;Katz & Tushman, 1979. As I interacted with the phenomena, I said, "That's not enough to understand innovation.…”

Section: Behind-the-scene: Problem-based Researchmentioning

confidence: 99%

Leadership, Innovation, and Strategic Change

Seong

Kim

Szulanski

2015

Journal of Management Inquiry

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Continuing the emerging tradition of the Knowledge and Innovation (K&I) Interest Group at the Strategic Management Society (SMS) Conference to interview foundational scholars in strategic management, we invited Professor Michael Tushman from Harvard Business School (HBS) as our guest of honor this year. The interview provided a rare opportunity to get behind the scenes of the author's much celebrated scholarly contribution to the field as well as his responses to some of the new findings within and across his work over time.

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Technology Transfer as a Function of Position in the Spectrum from Research Through Development to Technical Services.

Cited by 186 publications

References 21 publications

Corporate culture, absorptive capacity and IT success

Corporate culture, absorptive capacity and IT success

Developing new categories of knowledge acquisition, translation and dissemination by technological gatekeepers

Leadership, Innovation, and Strategic Change

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