Knowledge Management Processes and Work Group Innovation

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  • Coopetitive tensions across project phases: A paradox perspective

    2022, Industrial Marketing Management
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    Most of the coopetition research has focused on tensions in long-term coopetitive alliances and networks (Bengtsson, Kock, Lundgren-Henriksson, & Näsholm, 2016). More recently, studies have begun to investigate tensions at the level of innovation projects (Fernandez & Chiambaretto, 2016). It is important to deepen our understanding of the tensions in short-term project collaborations because innovation projects may require different knowledge sharing and protection mechanisms (Du, Leten and Vanhaverbeke, 2014; d'Armagnac, Geraudel, & Salvetat, 2019) and diverse management practices (Cassiman, di Guardo and Valentini, 2009).

  • Time pressure and team member creativity within R&D projects: The role of learning orientation and knowledge sourcing

    2017, International Journal of Project Management
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    First, our study emphasizes the critical role that learning orientation plays in the motivational process to improve team member creativity. For team leaders, being aware that some team members possess a strong learning orientation (e.g., assessed through learning style tests or by previous observations) is a necessary condition for ensuring knowledge sharing and effectiveness (Farr et al., 2003). Second, our study highlights the critical role that knowledge sourcing plays in the cognitive process to improve team member creativity.

  • The moderating role of internal and external resources on the performance effect of multitasking: Evidence from the R&D performance of surgeons

    2013, Research Policy
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    To close this research gap, we apply the internal/external resource distinction to our model of the multitasking-performance relationship. Organizational scholars have long argued that exploration and exploitation are fundamentally different activities and that independent or even conflicting determinants, such as personality or goal orientations, can influence the performance of these respective activities (Farr et al., 2003; Farr and Ford, 1990; Kimberly and Evanisko, 1981). Therefore, the pursuit of ambidexterity poses fundamental problems for the self-regulation of individuals who aim to generate new ideas while simultaneously implementing and applying both new ideas and existing knowledge in a given organizational setting (Bledow et al., 2009).

  • Are graduates’ intrapreneurial skills optimally used for innovation?

    2020, Technovation
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    Since sponsoring can be seen as purely a top management task, we focus our analyses only on the creative, brokering, and championing skills. First, the creative idea generation stage of innovation requires creative skills, such as the generation of effective and novel solutions to problems (Cropley, 2016) and the assessment of the value of ideas (Farr et al., 2003; Hunter et al., 2012). Therefore, this first innovation stage requires opportunity recognition, that is, having creative insight about combinations of information and their potential value (Block and MacMillan, 1993; Hayton and Kelley, 2006; Maidique, 1980; Vila et al., 2012).

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