Acquiring External Knowledge: How Much Overlap is Best?

Bloodgood, James M.

doi:10.1002/kpm.1467

Cited by 3 publications

(2 citation statements)

References 67 publications

(78 reference statements)

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“…One of the essential components of the pursuit of opportunities for sustainability and growth is the application of knowledge. Organizational knowledge helps associations create unique ways to generate wealth and value (Bloodgood, 2015;Ferreira et al, 2020;Valmohammadi and Amidi, 2020).…”

Section: Socialization Externalization Combination and Internalizatio...mentioning

confidence: 99%

Creation of organizational knowledge through a model of standardization of production systems in the paper industry

Soares

Pereira

Baldam

et al. 2022

JKM

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Purpose The purpose of this article is to propose a standardization model that contributes to the creation of organizational knowledge in the paper industry. This study was oriented to answer the question: how to create organizational knowledge through the standardization model of the paper industry’s production system? Design/methodology/approach This research was applied in the main production unit of the paper organization. The data were collected through the analysis of documents, systems and routines of the researched unit. In the research, the observation technique and direct documentation were used. For the operationalization of the research, the following phases were carried: understanding of the applied standardization model, literature review on the research topics, formulation of a standardization model and application of the model. Findings A model of standardization of production processes that contributes to the creation of organizational knowledge, in which a correlation of all its stages with the Knowledge conversion modes was found and validated through an applied research in the industry. Research limitations/implications This study is applied in a paper industry. In the survey, there is no comparison with other companies. The adaptation of the study in other industries and organizations can increase knowledge about the connection of standardized systems with knowledge conversion modes, adjusting them to other environments or other situations. Originality/value This study stands out for empirically testing, a standardization model that favors the creation of knowledge through the analysis of the various activities in a paper industry, providing a real connection between the knowledge management literature and the organizational environment. Standardization can represent an instrument of innovation in the most diverse types of industry, as long as it comes with a proposal for something new and better than the existing model.

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Section: Socialization Externalization Combination and Internalizatio...mentioning

confidence: 99%

Creation of organizational knowledge through a model of standardization of production systems in the paper industry

Soares

Pereira

Baldam

et al. 2022

JKM

View full text Add to dashboard Cite

show abstract

“…Ultimately, the success of ecosystem genesis also depends on the characteristics of the people that form the collaborative network(s) within an ecosystem. Over time, this should select for relationships with little initial knowledge overlap [15], and between narrowly focused academia and firms focusing on technology recombination [16].…”

Section: Related Workmentioning

confidence: 99%

Problematizing the Service Portfolio of Digital Innovation Hubs

Asplund

Macedo

Sassanelli

2021

IFIP Advances in Information and Communication Technology

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Digital innovation hubs (DIHs) are a strategic means to drive European Small and Medium Enterprises (SMEs) digital transition. The European Commission has envisioned four main functions characterizing DIHs' service portfolios ("Test before invest"; "Support to find investments"; "Innovation ecosystem and networking"; and "Skills and training"). However, DIHs target different functions, e.g. focusing on helping launch novel digital technologies to market, or directing investment opportunities. DIHs are also at different maturity levels, interact with different actors and exist in regions with different conditions for innovation. There might not be an equal need for all four functions, and they might not be equally well served. This study aims to explore and derive implications for the deployment of the four main functions by DIHs. It builds on the activities of DIHs involved in the DIH initiative through several innovation actions, including FED4SAE and HUBCAP.

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