Session 244

Knowledge Management

Track I

Date: Tuesday, October 9, 2012

 

Time: 17:30 – 18:45

Paper

Room: Club C


Session Co-Chairs:

  • Amit Jain, National University of Singapore
  • Amit Karna, Indian Institute of Management Ahmedabad

Title: Does External Knowledge Diversity Complement or Substitute Internal Knowledge Diversity?

Authors

  • Turanay Caner, St. John's University
  • Susan Cohen, University of Pittsburgh
  • Frits Pil, University of Pittsburgh

Abstract: In this study, we investigate the implications of internal and external knowledge diversity for the usefulness of firms’ inventions. We propose that alliances offer managers an additional organizational tool with which to promote recombination of familiar solution elements across technology domains, and to fortify a firm’s knowledge when inventing in too many technology domains compromises its competence within them. We find that firms that maintain low or high knowledge diversity realize better inventive performance when external knowledge diversity is low. Only for firms with moderate internal diversity do the diversity of internal knowledge and the diversity of knowledge embedded its alliance relationships complement each other to create more useful inventions, such that having more diversity in both loci results in more useful inventions.

Title: Knowledge Investments in Recessions: The Effects of Demand and Credit

Authors

  • Eirik Sjaholm Knudsen, Norwegian School of Economics
  • Lasse Lien, Norwegian School of Economics

Abstract: We examine how recessions change firms’ knowledge investments. Unlike existing work we split the effects of recessions into demand reductions, and problems with access to credit. Our main findings are that investments in R&D and innovation are more sensitive to problems with access to credit than they are to reductions in demand. For investments in human- and organizational capital, the relationship is the opposite, i.e. they are more sensitive to demand reductions than access to credit. Furthermore, we hypothesize and find support for important nonlinearities in the effects of demand changes on investments in human and -organizational capital. For mild demand reductions these investments increase, but for strong demand reductions they decrease, and notably, they also decrease for firms that experience demand increases.

Title: Knowledge Management, Firm’s Organization and Value Creation

Authors

  • Roberto Venturini, Free University of Brussels
  • Marco Ceccagnoli, Georgia Institute of Technology
  • Nicolas van Zeebroeck, Free University of Brussels

Abstract: How do firms extract value from their intangible assets? Appropriability and knowledge management practices are both reckoned to increase productivity of human capital and, therefore, to increase the profitability of the firms implementing them. The combined effect of a joint use is in many ways ambiguous since those practices could potentially pursue different objectives in terms of managing the flow of knowledge and information within the firm’s boundaries. We investigate how different appropriation strategies affect the performance of firms in the presence or absence of knowledge management strategies that foster integration of knowledge coming from different parts of the firm’s organization. Our study sheds some light on the tradeoffs and complementarities linked to appropriability and knowledge management strategies using a US firm level database on individual firm performance, matched with survey information about the organization and appropriability of R&D.

Title: Transitioning Knowledge into Satisfaction: Comparisons between R&D and Marketing Managers

Authors

  • Philippe Byosiere, Doshisha University
  • Denise Luethge, Northern Kentucky University

Abstract: This paper examines how the utilization of knowledge in frontline managers is related to self and company satisfaction. Data were collected from 185 R&D managers/scientists/engineers and 122 marketing managers in a large multinational consumer goods firm. In R&D managers, the utilization of experiential knowledge and emotional knowledge are strong predictors of self-satisfaction whereas innovative knowledge is a strong predictor for company satisfaction. Innovative knowledge is a strong predictor of marketing managers’ self-satisfaction, whereas experiential knowledge and innovative knowledge are strong predictors of company satisfaction.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 274: Knowledge Foundations: A Conversation with Robert Grant about the Knowledge Based View
Sun: 09:30 – 10:45
Session 273: Big Data, Knowledge and Innovation
Sun: 11:15 – 12:30
Session 275: The Changing Nature of Innovation in Emerging Economies
Sun: 15:15 – 16:30
Session 225: Intellectual Property Rights
Session 229: Structure and Innovation
Mon: 08:00 – 09:15
Session 223: Individuals, Teams and Innovation
Session 242: R&D
Mon: 09:30 – 10:45
Session 140: Knowledge Management & Knowledge Structures: Who knows?
Session 226: Technology
Session 235: Learning
Mon: 13:30 – 14:45
Session 222: Integrating Knowledge about Knowledge Integration
Session 227: Knowledge Transfer and Replication
Mon: 16:30 – 17:45
Session 224: Absorptive Capacity
Session 236: Innovation and Performance
Tue: 08:00 – 09:15
Session 230: Ties, Networks, and Innovation
Session 237: Open Innovation
Tue: 11:00 – 12:15
Session 228: Exploration
Session 231: Alliance and Transfer
Tue: 14:15 – 15:30
Session 234: Incumbent Response to Foreign Entry and to Disruptive Innovation
Session 240: Capabilities
Tue: 15:45 – 17:00
Session 233: Structure and Transfer
Session 243: Entrepreneurs, Ventures, and Innovation
Tue: 17:30 – 18:45
Session 232: Innovation and Transfer
Session 239: Ambidexterity / Exploration and Exploitation
Session 244: Knowledge Management


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