Knowledge‐based inter‐organizational collaborations

Abstract

Purpose -The evolution of organization, management and production processes is moving towards complexity. The ever growing competition presses firms to give intangible internal and external exclusive resources the utmost attention. The improvement of the performance, through the retrieval of resources, neither available internally nor achievable autonomously, can be reached by going beyond traditional firm boundaries and by enforcing an external relationship system: proliferation of networks, partnerships, and inter-organizational collaborations should be, consequently, triggered. The purpose of this paper concerns the evaluation of knowledge impact on relationships among the members of an inter-organizational collaboration. It also aims to suggest conditions for the improvement of knowledge management in different types of knowledge-based inter-organizational collaborations.Design/methodology/approach -Critical success factors of the networked organizations have been defined. Distinctive characteristics, that cannot be disregarded, whatever the environment, have been singled out from literature analysis; successively, they have been arranged into a classification schema to design knowledge-based collaboration types. Properties of knowledge and peculiarities of knowledge management processes (identification, creation, storage, sharing/distribution, application, and capitalization/refinement) have been assessed according to the types of the collaborations. Findings -The theoretical framework can be applied by network managers to adopt the most favourable knowledge management strategy and process, independent of the distinctive characteristics of the collaborations. Originality/value -The paper provides a theoretical framework to arrange the knowledge-based inter-organizational collaborations into an innovative classification schema on the basis of their cognitive, strategic and structural aspects.

Gestión del Conocimiento en Cadenas Productivas: El Caso de la Cadena Láctea en Colombia

“…Por este motivo, igualmente se ha identificado la necesidad de modelos de gestión del conocimiento específicos para contextos que van más allá de las fronteras de las organizaciones individuales y es así como en la actualidad se habla de modelos de gestión del conocimiento para contextos interorganizacionales como cadenas de suministro, redes empresariales, parques industriales, clusters y cadenas productivas, entre otras aglomeraciones (Cricelli y Grimaldi, 2010;Schiffauerova y Beaudry, 2012, Calamel et al, 2012.…”

“…Mientras que para Cricelli & Grimaldi (2010) el trabajo colaborativo entre organizaciones del mismo sector permite a la empresas ser más innovadoras mediante la obtención y la utilización conjunta y efectiva del conocimiento.…”

“…El modelo que se propone muestra la cadena productiva de lácteos constituida por los diferentes eslabones del sector y los actores gubernamentales, académicos y agentes de la sociedad que tienen relación con esa cadena (Vila, Ferro y Rodríguez, 2000;Beckerman y Cataife, 2001y Moncayo, 2002 y su interrelación con la gestión del conocimiento desde la perspectiva interorganizacional (Cricelli & Grimaldi, 2010;Schiffauerova y Beaudry, 2012y Calamel et al, 2012) representada a través de los siguientes dos componentes:…”

Transferência De Conhecimento Em Redes De Empresas: Um Estudo Em Uma Planta Modular Da Indústria Automotiva

“…Teoricamente há um interesse crescente sobre a capacidade das empresas gerenciarem fluxos de conhecimentos nas redes (MARIOTTI, 2011;CRICELLI, & GRIMALDI, 2010; HUGGINS, 2010) e dispor de mecanismos de governança específicos capazes de gerar capital social e capital e redes (MU, et al 2008). Também a questão geográfica e a geração de conhecimento entre empresas também são campos profícuo na geografia econômica e na Administração (BROEKEL & BOSCHMA, 2012;TURNER, 2010).…”

Strengthening of Intellectual Capital Dimension

“…Relational capital is concept of living learning organization (Dewhurst & Navarro, 2004), knowledge and competencies available to organizations through the relational structure with external parties (Cricelli & Grimaldi, 2010), represents the relationships with relevant stakeholders (Izvercian et al, 2013), considered relational capital represents the knowledge embedded in the organizational value chain (Bontis & Fitz-Enz, 2002), external structure capital or external social capital.…”