2013/08/08 by Elco van Burg, Hans Berends, Erik M. van Raaij · 1 citation
Business, Management and Accounting · Engineering · #Innovation and Knowledge Management #Management and Organizational Studies #Business Strategy and Innovation #Framing (construction) #Knowledge transfer #Knowledge management #Leverage (statistics) #Business #Knowledge base #Technology transfer #Public relations #Political science #Computer science #Engineering
paper · doi:10.1111/joms.12055
openalex publication_date 2013/08/08 · openalex created_date 2016/06/24 · openalex updated_date 2026/08/01
Abstract This article explains how and why organizational actors' decisions about interorganizational knowledge transfer might change over time. We find that organizational actors' framing of future innovation developments, as either an opportunity or a threat, motivates them to engage or disengage in interorganizational knowledge transfer activities. Shifts in framing lead organizational actors to leverage their relational context and knowledge base in new ways, thereby emphasizing the role of agency in drawing upon these structures. These findings are incorporated into a process model that explains discontinuous change in interorganizational knowledge transfer.