2019
DOI: 10.1016/j.indmarman.2019.03.014
|View full text |Cite
|
Sign up to set email alerts
|

The role of regulatory focus and trustworthiness in knowledge transfer and leakage in alliances

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

1
20
0

Year Published

2021
2021
2024
2024

Publication Types

Select...
8

Relationship

0
8

Authors

Journals

citations
Cited by 23 publications
(21 citation statements)
references
References 98 publications
1
20
0
Order By: Relevance
“…In comparison to explicit information, tacit knowledge is unique, and as a result, helpful to businesses ( Kucharska and Rafał, 2016 ). Numerous studies have been conducted on a variety of critical business themes, including tacit knowledge transfer inside multinational organizations ( Guo et al, 2020 ); joint ventures ( Park et al, 2012 ); sales and marketing ( Arnett et al, 2021 ); and strategic alliances ( Qiu and Haugland, 2019 ). For knowledge-based professionals, tacit knowledge transfer can be divided into three primary forms: tacit knowledge transfer with colleagues, tacit knowledge transfer between teams, and tacit knowledge transfer with society.…”
Section: Methodsmentioning
confidence: 99%
See 1 more Smart Citation
“…In comparison to explicit information, tacit knowledge is unique, and as a result, helpful to businesses ( Kucharska and Rafał, 2016 ). Numerous studies have been conducted on a variety of critical business themes, including tacit knowledge transfer inside multinational organizations ( Guo et al, 2020 ); joint ventures ( Park et al, 2012 ); sales and marketing ( Arnett et al, 2021 ); and strategic alliances ( Qiu and Haugland, 2019 ). For knowledge-based professionals, tacit knowledge transfer can be divided into three primary forms: tacit knowledge transfer with colleagues, tacit knowledge transfer between teams, and tacit knowledge transfer with society.…”
Section: Methodsmentioning
confidence: 99%
“…However, knowledge-based talents are emotional economic individuals who focus on their interests and who focus on their interests and have a high degree of sensitivity to core values and life ( Burnette, 2017 ). If they share the basic principles, they will invariably experience spiritual fulfillment, future trust, a willingness to connect directly with colleagues, get along well with colleagues, care about society, care about the team’s growth, and share their knowledge with others ( Qiu and Haugland, 2019 ). A positive mental state is very suitable for the transfer of tacit knowledge, and it is not easy to make a substantial contribution to the transfer of tacit knowledge.…”
Section: Methodsmentioning
confidence: 99%
“…Other major relevant research themes include knowledge ambiguity (Simonin, 1999), knowledge sharing (Connell and Voola, 2007; Ku and Fan, 2009), knowledge leakage (Qiu and Haugland, 2019; Ritala et al , 2018), knowledge creation (Huang, 2009; Wu and Lee, 2015; Lin, 2017), open innovation (Oduro, 2019; Arfi et al , 2019) and intellectual capital (London and Siva, 2011; Luo et al , 2009; Kang and Snell, 2009).…”
Section: Literature Reviewmentioning
confidence: 99%
“…Besides, considering the possibility of the above risks, it leads to a sense of unfairness in the distribution of benefits. Therefore, opportunistic behaviour may breed in the cooperation of researchers [63], such as cooperation break down, negative and slack cooperation. Especially in research projects with long R&D cycles, innovation resources (R&D subsidy, equipment, knowledge integration) are often heavily invested, and the opportunism of researchers is a serious threat to the stability of cooperative relationships.…”
Section: Hypothesis 6 (H6) Collaboration Breadth Of Researchers Has a Positive Effect On Innovation Outputmentioning
confidence: 99%
“…However, collaboration provides an open climate to balance the relationship, and knowledge diffusion is a tie to maintain collaboration. Obviously, compared with the knowledge diffusion and integration among organizations, there are higher fortuity, uncertainty and informality among researchers [21,63]. Therefore, interorganizational collaboration in research projects can improve innovation output, but the integration of human resources needs to be further explored in collaboration.…”
Section: Conclusion and Limitationsmentioning
confidence: 99%