Zastosowanie podejścia ambidexterity w odniesieniu do wymiany wiedzy i ochrony wiedzy w kontekście zdolności absorpcyjnej

Stelmaszczyk, Monika; Kielcach, Uniwersytet Jana Kochanowskiego w; Jarubas, Adam

doi:10.15219/em79.1414

Cited by 3 publications

(4 citation statements)

References 34 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The process of knowledge transfer from an entity with knowledge (the technology donor) to an entity that needs it and is willing to apply it to its business activities (the technology buyer) is knowledge and technology transfer (Radło et al, 2020;Reit, 2022;Marszałek, 2022). It is composed of two components of transmission involving collecting knowledge and technology and then sending them to a potential recipient, and absorption, that is, the adoption and acceptance of knowledge and technology (Wiatrak, 2018;Stelmaszczyk and Jarubas, 2019). Knowledge transfer requires the need to understand the essence of scientific discoveries, to see the potential possibility of their commercialization and market usefulness, and to know the regulations governing their acquisition, management, and legal actions (Szewc, 2014).…”

Section: The Essence Of Knowledge and Technology Transfermentioning

confidence: 99%

Business Environment Institutions as a Catalyst for Knowledge and Technology Transfer

Krawczyk,

Kokot-Stępień

2023

ECKM

View full text Add to dashboard Cite

Knowledge and innovation are key resources of the modern economy. Innovation, transfer, and use of knowledge determine the pace and level of economic development. The ability to transform knowledge into new technologies, products, services, marketing methods, and organizational solutions is both the basis of entrepreneurship and building a competitive advantage that increases the enterprise’s chances of maintaining its market position. However, the market commercialization of new knowledge in the form of cutting-edge technological solutions or new products is a complex process with a high risk of failure, thus requiring appropriate and different competencies. Moreover, there are numerous barriers at the point of contact between the worlds of science and business that significantly impede joint work on innovative projects. Therefore, specialized entities have emerged to transfer knowledge and technology from science to the economy. These entities organize the knowledge flow from entities that have to those that seek knowledge. A professional institutional base in this regard is developed by innovation and entrepreneurship centers that partner with both private and public sectors. These centers act as a catalyst for the flow of knowledge and are responsible for building a platform for dialogue and cooperation between science and business, thereby providing conditions for improving the efficiency of knowledge and technology transfer. Their activities are aimed at meeting the needs of entrepreneurs primarily related to the development of innovation, promotion of experimental activities, technology transfer and commercialization of knowledge, and improvement of competitiveness based on new technological solutions. The aim of the present paper is to indicate the importance of business environment institutions to the transfer of knowledge and technology between science and business.

show abstract

Section: The Essence Of Knowledge and Technology Transfermentioning

confidence: 99%

Business Environment Institutions as a Catalyst for Knowledge and Technology Transfer

Krawczyk,

Kokot-Stępień

2023

ECKM

View full text Add to dashboard Cite

show abstract

“…Assimilation boils down, getting to know it, understanding it and mastering it. In turn, transformation is the combination of basic knowledge (stored in the organizational memory) with newly acquired external knowledge, while exploitation should be understood as putting it to practice use (Stelmaszczyk and Jarubas, 2019).…”

Section: Key Elements Of Organizational Wisdommentioning

confidence: 99%

“…H1: There is a positive relationship between exploitative organizational learning and potential absorptive capacity H2: There is a positive relationship between exploitative organizational learning and realized absorptive capacity H3: There is a positive relationship between exploratory organizational learning and potential absorptive capacity H4: There is a positive relationship between exploratory organizational learning realized absorptive capacity At a later stage of the research cognizance was given to the fact that each of the dimensions of the absorptive capacity consists of two sub-dimensions, namely that potential absorptive capacity consists of acquisition and assimilation, while realized absorptive capacity consists of transformation and exploitation (Zahra and George, 2002;Stelmaszczyk and Jarubas, 2019). To collect empirical data, a survey method that included the technique PAPI (Paper and Pen Personal Interview) was used.…”

Section: Research Hypothesesmentioning

confidence: 99%

Organizational Wisdom: The Impact of Organizational Learning on the Absorptive Capacity of an Enterprise

Pierścieniak¹,

Stelmaszczyk²

2020

ERSJ

Self Cite

View full text Add to dashboard Cite

Purpose: In this article, we analyze the concept of organizational wisdom, indicating its key elements and verifieng the relationships between them. Design/Methodology/Approach: The study was conducted at Vive Textile Recycling Sp. z o.o in Poland. Empirical data was collected from 138 managers using the PAPI technique. Structural equation modelling (SEM) was performed to test the research hypotheses. Additionally, the significance of indirect effects was checked, using the bootstrap method. Findings: Our findings show that organizational wisdom can, from the perspective of management sciences, be considered as a configuration of two elements: organizational learning and absorptive capacity. Our analysis shows that exploitative organizational learning plays an important role in shaping both potential and realized absorptive capacity. Exploratory organizational learning, in contrast, only affects the realized absorptive capacity. Practical Implications: Our research in practice will allow managers to understand that for the company to successfully achieve its goals, considering the changing environment, it should show organizational wisdom. To shape the ability to acquire, assimilate, transform, and make use of valuable external knowledge, they ought to rely on procedures (processes, databases, competences, etc.) that they know well. Their recent procedures or processes will only be capable of influencing their ability to transform and apply external knowledge. Originality/Value: The value of our research is drawing attention to the categories of organizational wisdom, which is not often analyzed in management sciences. The originality of our considerations consists in our attempt to describe the phenomenon not only by indicating its main elements, but also by establishing the relationship between them.

show abstract

“…It amounts to performing mutually exclusive activities simultaneously (Gibson and Birkinshaw, 2004) and seeking a balance between them (O' Reilly and Tushman, 2008). It allows one to analyze related activities while remaining in constant tension (Stelmaszczyk and Jarubas, 2019). Raisch et al (2009) noticed that the concept of ambidexterity could be used both at the organizational level, where organizational mechanisms are analyzed and at the individual level, where we examine the individual's ability to act in a specific current and future context.…”

Section: Strategic Flexibility and Ambidexterity As A Research Categorymentioning

confidence: 99%

Strategic Flexibility as a Mediator in Relationship between Managerial Decisions and Organizational Learning: Ambidexterity Perspective

Stelmaszczyk¹,

Pierścieniak²

2020

ERSJ

Self Cite

View full text Add to dashboard Cite

Purpose: The purpose of the article is to determine strategic flexibility in the relationship between managerial decisions and organizational learning. The analyses are conducted in the ambidexterity convection. Design/Methodology/Approach: The study was conducted at a textile company. The company is a leader in the textile recycling industry in Poland. Empirical data were collected using the PAPI technique. The survey questionnaire was addressed to all 138 company managers. The response rate was 57%. Linear regression analyses were performed to test the research hypotheses. The significance of indirect effects was checked using the bootstrap method. Findings: Our findings show that as the ambidexterity oriented managerial decisions increases, the organizational learning ambidexterity increases. This relationship mediates strategic flexibility through variable flexibility resources and flexibility coordination. In fact, we have indicated the effect of double mediation. This means that there is a relationship between the independent variable and the dependent variable because of interacting resource flexibility and coordination flexibility. Practical Implications: Our study shows that managerial decisions in the company will become more conducive for improving current ideas and introducing new ideas, including ways of their implementation if the enterprise undertakes the proposed steps. They include the acquisition of resources, to develop practical skills, to care in maintaining relatively low costs and shortening task execution duration, to be able to switch to alternative uses of resources. Originality/Value: The value of our research is gaining new knowledge about strategic flexibility. Arguing its necessity for the existence of relationships between managerial decisions and organizational learning, using the ambidexterity convention, improves the knowledge regarding the identity of this category of flexibility.

show abstract

Zastosowanie podejścia ambidexterity w odniesieniu do wymiany wiedzy i ochrony wiedzy w kontekście zdolności absorpcyjnej

Cited by 3 publications

References 34 publications

Business Environment Institutions as a Catalyst for Knowledge and Technology Transfer

Business Environment Institutions as a Catalyst for Knowledge and Technology Transfer

Organizational Wisdom: The Impact of Organizational Learning on the Absorptive Capacity of an Enterprise

Strategic Flexibility as a Mediator in Relationship between Managerial Decisions and Organizational Learning: Ambidexterity Perspective

Contact Info

Product

Resources

About