As we move from the industrial age to the information age, the key to the competitive success of organizations becomes the application and development of specialized knowledge and competencies. Based on research and practice, Managing Knowledge addresses a wide area of issues concerning knowledge management, ranging from knowledge transfer and developments between organizations, to knowledge management within organizations. Divided into two parts, this volume reflects a fundamental conceptual distinction between two worldviews. The first part contains chapters characterized by “representationism,” or traditional approaches to viewing knowledge transfer and cooperative strategies; the second part comprises chapters characterized by “antirepresentationism,” or new perspectives on knowledge and knowledge transfer in organizational cooperation. Contrasting established approaches with new thinking on knowledge as an organizational resource, Managing Knowledge will be important and stimulating reading for academics and students in strategic management and general management studies.
Chapter 3: Towards a Theory of Knowledge Transfer in a Cooperative Context
Towards a Theory of Knowledge Transfer in a Cooperative Context
Because of the increasing scale and pace of changes across markets, products, and technologies, the transfer and conversion of knowledge have become critical to both the survival and the advancement of organizations. In many situations, traditional governance structures have proved inadequate not only as a means of survival and keeping abreast of industry developments, but also (and more importantly) in exploiting knowledge in the setting of new standards. Several researchers have argued for the pursuit of cooperative strategies as a means of creating new knowledge or gaining access to knowledge and skills outside the firm's boundaries (e.g. Alter and Hage, 1993; Badaracco, ...