Outward knowledge transfer: the impact of project-based organization on performance
Recently, interfirm knowledge transactions have increased although many firms experience major managerial difficulties in outward knowledge transfer, e.g. technology licensing. To reduce the traditional underemphasis on empirical research into corporate outward knowledge transfer, we use data from 152 firms to test four hypotheses relating firms' outward knowledge transfer performance to two types of project-based organization, which complement formal and informal organizational structures: projects that are directed at identifying knowledge transfer opportunities and projects that are directed at implementing outward knowledge transfer. The results underscore the benefits from both types of projects, and their positive interaction further contributes to explaining the discrepancies between some successful firms in managing outward knowledge transfer and many others. Copyright 2010 The Author 2010. Published by Oxford University Press on behalf of Associazione ICC. All rights reserved., Oxford University Press.
Volume (Year): 19 (2010)
Issue (Month): 6 (December)
|Contact details of provider:|| Postal: Oxford University Press, Great Clarendon Street, Oxford OX2 6DP, UK|
Fax: 01865 267 985
Web page: http://icc.oupjournals.org/
|Order Information:||Web: http://www.oup.co.uk/journals|
When requesting a correction, please mention this item's handle: RePEc:oup:indcch:v:19:y:2010:i:6:p:1705-1739. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Oxford University Press)or (Christopher F. Baum)
If references are entirely missing, you can add them using this form.