Out of control: personal networks in European collaboration

Macdonald, Stuart; Piekkari, Rebecca

doi:10.1111/j.1467-9310.2005.00400.x

Cited by 22 publications

(18 citation statements)

References 59 publications

(75 reference statements)

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“…The behaviour of gatekeepers, therefore, is not only essential, but also difficult to reconcile with 'normal' company activities. Conflicts between personal networks and company needs are a continuing, if not growing, source of conflict (MACDONALD and PIEKKARI, 2005). In general, a great deal of information flows outside hierarchical channels (MACDONALD, 1996), and it must continue to do so for state-of-the-art R&D to occur.…”

Section: Gatekeepers Knowledge Brokers and The Geography Of Knowledgementioning

confidence: 99%

Global Knowledge and Creativity: New Challenges for Firms and Regions

Malecki

2010

Regional Studies

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Malecki E. J. Global knowledge and creativity: new challenges for firms and regions, Regional Studies. As companies locate research and development in more places, they seek to tap knowledge in new, open ways, to respond to diverse customer demand and short product life cycles. The globalization of research and development has added costs as firms communicate across national, cultural, and linguistic boundaries, using both information and communication technology networks and face-to-face interaction. Intermediaries in knowledge transfer, such as knowledge brokers and gatekeepers, have become more important as new nodes join the global system of knowledge. As firms respond to the knowledge-based global economy, each region must construct a 'knowledge monopoly' to stand out in the global landscape of capabilities. [image omitted] Malecki E. J. La connaissance et la creativite mondiales: de nouveaux defis pour les entreprises et les regions, Regional Studies. Au fur et a mesure que la localisation des activites de recherche et de developpement des entreprises devient de plus en plus repandue, ces dernieres cherchent a exploiter la connaissance de facons nouvelles et ouvertes afin de repondre a la demande diverse du client et aux cycles de vie courts des produits. La mondialisation de la recherche et du developpement a augmente les frais vu que les entreprises communiquent a travers des limites nationales, culturelles et linguistiques, employant a la fois des reseaux TIC et de l'interaction face a face. Les intermediaires dans le transfert de la connaissance, tels les courtiers et les gardiens, sont devenus plus importants en reponse a l'adhesion des nouveaux noyaux au systeme de connaissance mondiale. Au fur et a mesure que les entreprises repondent a une economie mondiale basee sur la connaissance, chaque region doit construire une 'monopole de connaissance' qui se detache dans le paysage mondial des capacites. Recherche et Developpement Integration des systemes Mondialisation Connaissance Malecki E. J. Globales Wissen und Kreativitat: neue Herausforderungen fur Firmen und Regionen, Regional Studies. Wenn Firmen ihre Forschung und Entwicklung an neuen Standorten ansiedeln, versuchen sie, auf neue und offene Weise Wissen zu nutzen, um auf die verschiedenartigen Bedurfnisse der Kunden und die kurzeren Lebenszyklen der Produkte zu reagieren. Durch die Globalisierung der Forschung und Entwicklung haben sich die Kosten erhoht, da die Firmen nun uber nationale, kulturelle und linguistische Grenzen hinweg kommunizieren, wofur sie sowohl Netzwerke der Informations- und Kommunikationstechnologie als auch personliche Gesprache nutzen. Die Bedeutung der Vermittler von Wissenstransfer, wie z.�B. Wissensbroker und Gatekeeper, ist gewachsen, da das weltweite Wissenssystem durch neue Knoten erganzt wird. Wahrend die Firmen auf die wissensbasierte globale Wirtschaft reagieren, muss sich jede Region ein 'Wissensmonopol' aufbauen, um in der globalen Landschaft der Fahigkeiten hervorzustehen. Forschung und Entwicklung Systemintegrat...

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Section: Gatekeepers Knowledge Brokers and The Geography Of Knowledgementioning

confidence: 99%

Global Knowledge and Creativity: New Challenges for Firms and Regions

Malecki

2010

Regional Studies

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“…Dubini and Aldrich's (1991) research indicated that effective networks between entrepreneurs can help the success of new ventures. Some research also found that innovative capability in organizations is dependent on the relationships between actors in the network activities (Granovetter, 1973;Dewick and Miozzo, 2004;Macdonald and Piekkari, 2005). Moreover, on their study of 125 Taiwanese high-tech new ventures, Lin et al (2006) found that social networks significantly moderated the relationship between entrepreneurial strategies, capabilities, and venture performance.…”

Section: Introductionmentioning

confidence: 99%

Social networks and a new venture's innovative capability: the role of trust within entrepreneurial teams

Chen

Wang

2008

R & D Management

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This paper examines the effects of social networks and trust on a new venture's innovative capability. The concept of social networks is studied as the configuration of internal and external social networks for entrepreneurial team members. This study collected information about 112 technology-based entrepreneurial teams from the 65 research-based incubators in Taiwan. The results indicate that both internal and external social networks have marginally positive impacts on a new venture's innovative capability, and trust within the entrepreneurial teams is found to be as important a moderator for the relationship between external social networks and innovative capability. Moreover, results reveal that a higher level of trust between entrepreneurial team members can reduce the external social networks spanning the boundaries of the new venture and therefore may cause a 'not invented here' syndrome which will reduce its innovative capability

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“…contacts, technical expertise (Heap, 1998) and facilitate the acquisition of information (Macdonald and Piekkari, 2005). BUSs, on the other hand, can attain credibility (Heap, 1998) by associating with NPOs that can validate their efforts in addressing social issues as genuine problems.…”

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confidence: 99%