Knowledge transfer is often likened to acts of translation. It is argued that translation is a very robust analogue of knowledge transfer and that theory provides insight into cross-cultural sharing processes. Three issues which affect the quality of translation and, hence, knowledge transfer are highlighted: ambiguity, interference (intrusion from one's own cultural background) and lack of equivalence. Other terms from translation science, which can serve as a useful reference for knowledge management experts, are discussed: translation as a networking activity, process and end-product quality, levels of accuracy and constraints on the production of good translations. A new concept is introduced to the knowledge management community; namely convertibility, which refers to the perceived utility of a knowledge source and the availability of domain experts to reveal its import to final users. Two models representing knowledge transfer as translation are presented, the second of which incorporates Nonaka's SECI model.

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Abstract. Small-and medium sized enterprises (SMEs) are of high social and economic importance since they represent 99% of European enterprises. With regard to their restricted resources, SMEs are facing a limited capacity for innovation to compete with new challenges in a complex and dynamic competitive environment. Given this context, SMEs need to increasingly cooperate to generate innovations on an extended resource base. Our research project 1 focuses on the aspect of open innovation in SME-networks enabled by Web 2.0 applications and referring to innovative solutions of non-competitive daily life problems. Examples are industrial safety, work-life balance issues or pollution control. The project raises the question whether the use of Web 2.0 applications can foster the exchange of creativity and innovative ideas within a network of SMEs and hence catalyze new forms of innovation processes among its participants. Using Web 2.0 applications within SMEs implies consequently breaking down innovation processes to employees' level and thus systematically opening up a heterogeneous and broader knowledge base to idea generation. In this paper we address first steps on a roadmap towards Web 2.0-based open innovation processes within SME-networks. It presents a general framework for interaction activities leading to open innovation and recommends a regional marketplace as a viable, trust-building driver for further collaborative activities. These findings are based on field research within a specific SME-network in Rhineland-Palatinate Germany, the "WirtschaftsForum Neuwied e.V.", which consists of roughly 100 heterogeneous SMEs employing about 8,000 workers.

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Abstract. In the past, the development of information systems (IS) for companies was mostly driven by experts from the information technology (IT) department. Up to today, the users' experiences, valuation of usability and suggestions for improvements have become important components in the research and development (R&D) process in order to ensure efficiency, usability and sustainability of the IS. Many newly developed IS components do not fail in terms of usability and effectiveness due to a lack of advanced technology, but because of failure to understand the users' needs. Living Labsopen innovation environments -offer a unique opportunity for IT departments to involve users at each stage of the R&D process.The objective of this paper is to provide a conceptual framework for discussing the question to what extent the Living Lab methodology is able to overcome problems concerning the diffusion of IT. Therefore, major challenges will be deduced from factors that influence IT adoption: characteristics of the technological innovation, communication channels and social context. Afterwards, potentials of Living Labs for the diffusion of IT, i.e. to what extent this methodology is able to meet the major challenges, will be analyzed.

Typically, it is customers who demand that product software be adapted to organisational processes and aligned with their organisational IT landscape. From a knowledge perspective, such customisation services can be conceptualised as a reciprocal knowledge transfer between professional service firms (PSFs) and their customers. In addressing the scarcity in the innovation management literature regarding the benefits that arise from reciprocal knowledge transfers in customer-induced interactions, the present research investigates customer-induced interactions in relation to customisation services. The authors aim to improve the understanding of the complex relationships among PSFs' resource deployment, customer input, and performance. They extend and refine previous research by developing a conceptual model and testable propositions for academic and managerial consideration based on an extensive field study of PSFs and customers in the field of large enterprise product software.