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Outward knowledge transfer: the impact of project-based organization on performance

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  • Ulrich Lichtenthaler
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    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.

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    File URL: http://hdl.handle.net/10.1093/icc/dtq041
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    Article provided by Oxford University Press in its journal Industrial and Corporate Change.

    Volume (Year): 19 (2010)
    Issue (Month): 6 (December)
    Pages: 1705-1739

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    Handle: RePEc:oup:indcch:v:19:y:2010:i:6:p:1705-1739
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