2019
DOI: 10.1080/14778238.2019.1678412
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Influencing factors of knowledge collaboration effects in knowledge alliances

Abstract: Knowledge collaboration effects (KCE) can improve the efficiency of knowledge flow and knowledge sharing, and it is also an important way to generate value-added knowledge. Based on knowledge alliances (KAs) as the research object and exploratory and confirmatory analysis as the research method, this paper constructs the influencing factor system of KCE in KAs and judges on what degree of influence the factors have on KCE. The research result shows KCE in KAs are influenced by willingness to cooperate, learnin… Show more

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Cited by 28 publications
(15 citation statements)
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“…A good partnership can promote knowledge sharing among enterprises, and there is also a positive relationship between knowledge sharing and innovation performance. Knowledge collaboration can improve the efficiency of knowledge flow and sharing and is also a meaningful way to generate value-added knowledge ( Cheng and Chang, 2020 ). Knowledge sharing is a mediator between collaborative culture and innovation capability ( Yang et al, 2018 ).…”
Section: Theoretical Model and Hypothesesmentioning
confidence: 99%
“…A good partnership can promote knowledge sharing among enterprises, and there is also a positive relationship between knowledge sharing and innovation performance. Knowledge collaboration can improve the efficiency of knowledge flow and sharing and is also a meaningful way to generate value-added knowledge ( Cheng and Chang, 2020 ). Knowledge sharing is a mediator between collaborative culture and innovation capability ( Yang et al, 2018 ).…”
Section: Theoretical Model and Hypothesesmentioning
confidence: 99%
“…This process takes place when employees use the organisational knowledge to attain organisational goals. Knowledge mainly consists of professional skills and experience of doing things (Cheng and Chang, 2020, p. 383). Therefore, knowledge application is about individual employees putting the available knowledge into use or action when delivering services.…”
Section: Knowledge Applicationmentioning
confidence: 99%
“…Generally, there are two types of knowledge that need to be managed. First category is tacit knowledge, which is in the form of experience, opinions, values or emotions insight, and mental models that employees obtained through social interaction and organisational learning processes (Cheng and Chang, 2020, p. 383; Nonaka and Takeuchi, 1995). Second category, explicit knowledge, exists in the form of words and numbers such as data, documents, formulas, specifications or manuals (Nonaka and Konno, 1998).…”
Section: Introductionmentioning
confidence: 99%
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“…Explicit type is knowledge that is articulated, written down, or published academic one found in books, manuals and papers and therefore codified, and transmittable in formal, systematic language [1,2]. Tacit knowledge on the other hand is knowledge embedded in minds of individuals in form of skills, know-how, expertise, experience, ideas, values, emotions, insight, and mental models that employees obtain as they interact and learn through organizational processes [3,4]. Although explicit knowledge is tangible, visible and often given more regard, tacit knowledge is its bedrock because before knowledge becomes explicit, it first exits as tacit.…”
Section: Introductionmentioning
confidence: 99%