1,720,970 research outputs found
SMEs and the skilful management of absorptive capacity cycle
No full textSMEs typically lack of slack resources to develop a broad spectrum of capabilities internally and to observe the firm’s environment in depth. Therefore, they carefully need to develop abilities to absorb knowledge from outside the firm’s boundaries to have access to cutting-edge knowledge although their resources are limited. One strategy is to establish KM projects for this purpose. In this paper, we describe how KM projects and subsequently emerging KM practices in SMEs facilitate the enhancement of the firm’s AC (i.e. the ability to recognize, capture and assimilate external knowledge). Our results show that KM projects structure the way SMEs recognize the value external knowledge and to develop the necessary routines to capture and to assimilate it subsequently. However, these AC processes follow different logics (exploration vs. exploitation) and, thus, a skilful management of the complete AC cycle is necessary to fully profit from externally absorbed knowledge
The different modes for absorbing knowledge: an analytic lens on absorptive capacity from a process perspective
No full textAbsorptive capacity is perceived as the firm’s ability to extract external knowledge from the
firm’s environment. Despite numerous studies, little is known about the multifaceted
processes how firms select knowledge from outside and embed it into the firm’s knowledge
base. Based on exemplary case studies, we investigate in this paper the entire process how
firms recognize new knowledge and how it is captured and incorporated. Our findings show
that knowledge absorption is based on routines that govern knowledge selection and
integration into the existing knowledge structure. Knowledge complexity shapes the routine’s
characteristics. The absorption of complex knowledge requires more interaction and
intertwinedness between knowledge provider and receiver for developing a similar frame of
reference that serves as a carrier of knowledge. Finally, firms need to deal with the paradox
that simple routines enhance recognition of new knowledge and a complex set of routines in
the subsequent stages facilitate its incorporation
Ambidexterity and the evolution of Knowledge Management Initiatives
No full textCurrent debates on organizational learning distinguish two distinct and mutually exclusive learning modes:
exploration and exploitation. The paper deals with the concept of ambidextrous routines in knowledge
management (KM) initiatives. The case study-based findings put this understanding into perspective, as the
authors have identified KM initiatives that concurrently facilitate exploration and exploitation. The paper
elaborates the characteristics of ambidextrous KM initiatives at micro-level; firms use ambidextrous KM
practices to create a learning context, defined rather by guidelines and methods than by a definite purpose.
The clear separation of KM initiatives' purpose (aim) and their embedded learning routines and methods
enables them to be used ambidextrously. Furthermore, this analysis indicates that ambidextrous KM
initiatives follow a path characterized by an increasing variety of purposes but a decreasing variety of
underlying structures. Consequently, firms create a learning context that can be activated when necessary in
ways required either in an exploratory and/or in an exploitative mode
Ambidextrous Learning Routines: emergence and evolution in Knowledge management Projects
No full textMarket competition raises the pressure to concurrently increase efficiency and facilitate innovation. Knowledge management (KM) projects serve as a means to establish a formal context where learning routines can emerge and evolve. We introduce the concept of ambidextrous learning routines in KM projects. Our data reveal the transformation of learning routines that enhance experience exchange and problem solving at the beginning to, additionally, innovation in subsequent stages. The development of ambidextrous routines follows reversal mechanisms of flexibility and rigidity. Trust, successful accomplishments and acceptance stimulate the use of learning routines for new purposes but shaped expectations of how they have to be performed
Enhancing the In-Flow of Knowledge:Elaborating the Absorptive Capacity-Cycle in SMEs
No full textSmall and medium sized enterprises (SME) often do not have slack resources with which to develop internally a broad spectrum of capabilities and to observe in depth the firm’s environment. Therefore, they need to carefully develop abilities to absorb knowledge from outside the firm’s boundaries so as to have access to cutting-edge knowledge in spite of limited resources. One strategy is to establish KM projects for this purpose. In this paper, we describe how KM projects and subsequently emerging KM routines in SMEs facilitate the enhancement of the firm’s AC (absorptive capacity; i.e. the ability to recognize, capture and assimilate external knowledge). Our results indicate the importance of recognizing potential knowledge providers prior to any absorption of knowledge from external sources. Furthermore, we emphasize the relevance of routines for absorbing knowledge and we distinguish between KM routines that are deliberately developed for absorbing knowledge and KM projects where knowledge absorption happens unconsciously. Finally, we point out that different stages of an AC process follow different logics (exploration vs. exploitation) and, thus, a skilful management of the AC cycle is necessary to leverage externally absorbed knowledge
The different modes for absorbing knowledge: an analytic lens on absorptive capacity from a process perspective
No full textAbsorptive capacity is perceived as the firm’s ability to extract external knowledge from the firm’s environment. Despite numerous studies, little is known about the multifaceted processes with regard to how firms select knowledge from outside and embed it into the firm’s knowledge base. In this paper we investigate, on the basis of exemplary case studies, the entire process with regard to how firms recognize new knowledge and how it is captured and incorporated. Our findings show that knowledge absorption is based on routines which govern knowledge selection and integration into the existing knowledge structure. Knowledge complexity shapes the routine’s characteristics. The absorption of complex knowledge requires more interaction and connectedness between knowledge provider and receiver for developing a similar frame of reference that serves as a carrier of newly absorbed knowledge. Finally, firms need to deal with the paradox that simple routines enhance recognition of new knowledge while a complex set of routines facilitate its incorporation in the subsequent stages
I progetti di gestione della conoscenza e lo sviluppo delle competenze dinamiche
No full textKnowledge Management (KM) projects and practices can serve as a means to develop dynamic capabilities in order to stimulate optimization and innovation activities. The aim of this paper is to analyse how KM projects can contribute to the development of dynamic capabilities; the study is based on four case studies of KM projects implemented by some Italian small and medium size enterprises. Results show that under some conditions KM projects can give an important contribution to the development of dynamic capabilities for both optimization and innovation activitie
The different modes for absorbing knowledge: an analytic lens on absorptive capacity from a process perspective
No full textAbsorptive capacity is perceived as the firm’s ability to extract
external knowledge from the firm’s environment. Despite numerous studies,
little is known about the multifaceted processes with regard to how firms select
knowledge from outside and embed it into the firm’s knowledge base. In this
paper we investigate, on the basis of exemplary case studies, the entire process
with regard to how firms recognise new knowledge and how it is captured and
incorporated. Our findings show that knowledge absorption is based on
routines which govern knowledge selection and integration into the existing
knowledge structure. Knowledge complexity shapes the routine’s
characteristics. The absorption of complex knowledge requires more interaction
and connectedness between knowledge provider and receiver for developing a
similar frame of reference that serves as a carrier of newly absorbed
knowledge. Finally, firms need to deal with the paradox that simple routines
enhance recognition of new knowledge while a complex set of routines
facilitate its incorporation in the subsequent stages
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