Managing heterogeneous knowledge:A Theory of External Knowledge Integration

Knowledge integration has been theorised at the levels of organisations and inter-organisational dyads. However, no theory exists yet of the integration of knowledge from an organisation's environment. This paper addresses this void in the literature by presenting a theory of external knowledge integration. It considers organisations as open systems confronted with intra-organisational, inter-organisational, and extra-organisational knowledge heterogeneity. It presents a prescriptive theory of how organisations should deal with these three levels of heterogeneity by three external knowledge integration capabilities: knowledge identification, knowledge acquisition, and knowledge utilisation. The paper develops propositions of how organisations should balance divergent and convergent external knowledge integration capabilities to achieve flexibility, efficiency, and scope. As such, the paper builds further on Grant's seminal work and provides a prescriptive theory of external knowledge integratio

Antecedents and consequences of knowledge integration in product development. An empirical evidence

The purpose of this paper is to explain product development performance through the link between knowledge management and knowledge integration. When product development teams integrate knowledge about two external entities -customers and suppliers, they acquire a better understanding of the market and of each other´s needs and capabilities, which enables them to operate and innovate better than their competitors. In this context, our theoretical framework focuses on the social enablers usually associated to knowledge management, and combine them with knowledge integration as to determine product development performance.

External knowledge acquisition and innovation output: an analysis of the moderating effect of internal knowledge transfer

Numerous studies highlight the advantages of accessing knowledge from outside the firm as a means of enhancing the firm’s innovation efforts. However, access to external knowledge is not without organisational problems, including rejection of external knowledge by firm members or difficulties in applying such knowledge to the firm’s operations. Based on the knowledge management literature, this paper analyses the conditions within the firm that favour external knowledge acquisition, and focuses on internal transfer as a key variable for the successful integration of external knowledge in the innovation process. Our results demonstrate that internal knowledge transfer intensifies the influence of external knowledge acquisition on innovation output. Specifically, achieving an environment within the firm that favours knowledge integration into the innovation process depends to a large extent on the willingness of knowledge users to share and assimilate knowledge, and on th

The "potential" face of absorptive capacity. An empirical investigation for an area of 3 European countries

This paper draws on the multi-dimensional characterization of absorptive capacity (AC) to empirically investigate the antecedents and the effects of its "potential" dimension (PAC): i.e., the firm's capacity of acquiring and assimilating external knowledge, as distinguished from its "realized" transformation and exploitation (RAC). Based on a sample of about 10,500 firms for an area of 3 EU countries (Italy, Germany and Spain) we find that the firm's reliance on external knowledge in general increases its PAC, and that this effect is magnified by the internal shocks the firm faces. However, both these effects find relevant exceptions when different kinds of external sources are considered, at different kinds of distance from the absorbing firm. Unexpectedly, social integration mechanisms in the firm makes PAC less, rather than more, inductive of innovation outcomes. On the contrary, the human capital of the firm has a positive moderating role on the PAC effects. A possible trade-off in the exploitation of the externally assimilated knowledge is suggested.absorptive capacity; external knowledge; innovation

From shifting agriculture to sustainable rubber agroforestry systems (jungle rubber) in Indonesia: a history of innovations processes.

The aim of this chapter is to describe changes in the Indonesian jungle rubber system from the angle of the production of innovation by farmers themselves (indigenous knowledge) and the process of integration of external technical innovations in an overall process of creation of innovation. In other words, the integration of indigenous knowledge at different stages of history with rubber has enabled, and continues to enable farmers to rely on the sustainable cropping and farming systems represented by agroforestry systems.shifting agriculture ; complex agroforestry systems ; jungle rubber ; rubber ; adoption of innovations

An examination into the role of knowledge management and computer security in organizations

Organisations develop their computer security procedures based on external guidelines such as ISO 17799 with very little provision to incorporate organisational knowledge in their security procedures. While these external guidelines make recommendations as to how an organisation should develop and implement best practices in computer security they often fail to provide a mechanism that links the security process to the organisational knowledge. The result is that often, security policies, procedures and controls are implemented that are neither strong nor consistent with the organisation's objectives. This study has examined the role of Knowledge Management in organisational Computer Security in 19 Australian SMEs. The study has determined that although the role of knowledge management in organisational computer security is currently limited, there appears to be evidence to argue that the application of knowledge management systems to organisational computer security development and management processes will considerably enhance performance and reduce costs. The study supports that future research is warranted to focus on how existing computer security standards and practices can be improved to allow for a stronger integration with organisational knowledge through the application of knowledge management systems

Beyond cross-functional teams: knowledge integration during organizational projects and the role of social capital

Large organizational projects must integrate the specific and dispersed knowledge of many individuals and groups to succeed. Thus, frequent exchanges between the project team and the organization's members are required. In this context, understanding of the knowledge integration process during cross-functional projects can be enhanced through the conceptual framework of social capital. A qualitative investigation of a French small firm conceptualizes knowledge integration as a three-phase model: collection, interpretation, and assimilation. The case shows that the integration process is cyclical with overlaps and inter-dependencies among the phases. This study leads to refinement of the social capital role in knowledge integration and reveals the dynamics of internal and external facets of social capital. That is, internal and external social capital play differentiated roles depending on the three phases of the knowledge integration process. Finally, the study reveals the co-evolution of social capital and knowledge integration as a resulting long-term effect

The role of Enterprise portals in Enterprise Integration

Today’s enterprises are moving business systems to the Internet - to connect people, business processes, and people to business processes in enterprise and across enterprise boundaries. The portal brings it all together: business processes, departmental sites, knowledge management resources, enterprise management systems, CRM systems, analytics, email, calendars, external content, transactions, administration, workflow, and more. The goal of this paper is to present the role of the Enterprise Portal in internal and external enterprise integration.Portal, Enterprise Portal, Integration, ETL, EAI, EII