Intra and Inter-Organizational Knowledge Transfer Processes Identifying the Missing Links

Inspired by the resource- and knowledge-based views, much attention has been focused on knowledge transfer as a process of strategic importance. Still, many open questions regarding knowledge transfer processes need to be addressed to complete our understanding. For instance, what are the barriers to knowledge transfer, and what are the facilitators? A review of the literature reveals that it is divided into two streams: articles on intra-firm knowledge flows and articles on inter-firm knowledge flows. Part of the incompleteness of our understanding of knowledge transfer processes, we argue, derives from the fact that it is unclear in which way intra- and inter-firm knowledge flows are different. The paper investigates three questions: first, how knowledge transfer is defined differently in intra- and inter-firm knowledge flows; second: how barriers to knowledge transfer processes differ; and thirdly: what we need to know to be able to formulate a management view of organizational knowledge flows, whether intra- or inter-organizational. The concluding section argues five research questions whose answers may enable research to formulate a management view of knowledge flows.Review; internal knowledge flows; external knowledge flows; definition; barriers to knowledge flows

RIO Country Report 2017: Denmark

The R&I Observatory country report 2017 provides a brief analysis of the R&I system covering the economic context, main actors, funding trends & human resources, policies to address R&I challenges, and R&I in national and regional smart specialisation strategies. Data is from Eurostat, unless otherwise referenced and is correct as at January 2018. Data used from other international sources is also correct to that date. The report provides a state-of-play and analysis of the national level R&I system and its challenges, to support the European Semester.JRC.B.7-Knowledge for Finance, Innovation and Growt

RIO Country Report 2016: Denmark

The 2016 series of the RIO Country Report analyses and assesses the development and performance of the national research and innovation system of the EU-28 Member States and related policies with the aim of monitoring and evaluating the EU policy implementation as well as facilitating policy learning in the Member States.JRC.B.7-Knowledge for Finance, Innovation and Growt

Diffusion of open innovation practices in Danish SMEs

Within a short timeframe, the notion of open innovation has been established as an important, if also contentious, topic for both researchers and practitioners. Thus some observers have suggested that open innovation is the next big thing in innovation, while others argue that it is merely old wine in new bottles. This paper investigates the extent and diffusion of open innovation practices in small and medium-sized Danish manufacturing firms, while hinting at some relations with innovative performance. Both quantitative survey data and qualitative interview data are used for analysing the extent of open innovation in Danish SME’s. The paper finds that many firms are rather narrow in their adoption of open innovation whether defined as relationships or as open innovation practices. However, the paper also finds that there is a complementarity effect rather than a crowding out effect of utilising both interorganizational relationships and open innovation practices. The paper discusses these stimulating findings in the conclusion

Beslutningsprocesser ved outsourcing af produktionsaktiviteter: Et studie af mindre danske virksomheder

Dette studie undersøger mindre danske virksomheders brug af outsourcing af produktion til at imødegå globaliseringen. Studiet fokuserer på omfanget af outsourcing i danske produktionsvirksomheder, deres målsætninger, beslutningsgrundlag og tilfredshed med den trufne beslutning. Virksomheder, der har besluttet at outsource inden for de seneste 3 år, sammenlignes igennem studiet med virksomheder, der har fravalgt outsourcing. Analysen tager udgangspunkt i en beslutningsmodel med seks faser, der efterfølgende sammenlignes med de virksomheder, der har fravalgt outsourcing. Afslutningsvis konkluderes og udledes en række strategiske implikationer for mindre danske virksomheders brug af outsourcing