Session 211

Knowledge Transfer and Learning

Track B

Date: Monday, September 22, 2014

Track H

Time: 16:30 – 17:45


Room: Malta

Session Chair:

  • Sven M. Laudien, University of Erfurt

Title: An Inch Too Deep? The Impact of Mobility and Entrenchment on Innovative Productivity of Genomics Scientists


  • Kenneth Huang, National University of Singapore

Abstract: When scientists move to a new location, they might acquire and recombine new knowledge and form new collaborative networks, which can improve their innovative productivity. However, the extent of this benefit may depend on how entrenched these scientists were in their former locations and networks. We investigate the impact of mobility and entrenchment on innovative productivity. We show that (genomics) scientists who moved after the 1994 Northridge earthquake experience higher innovative productivity post move relative to similar non-moving scientists. However, this positive effect is weakened by the presence of a majority of collaborators collocated in the pre-move location, the duration of stay in the pre-move location and the length of the scientist’s career tenure, but strengthened by the number of prior relocations by the scientist.

Title: From Problem Solvers to Solution Seekers: Dismantling Knowledge Boundaries at NASA


  • Hila Lifshitz Assaf, Harvard University

Abstract: The capacity to innovate has always been the Holy Grail for R&D organizations. Recently scholars have argued for shifting the locus of knowledge creation and innovation outside the boundaries of the traditional processes; naming this approach “open” or" crowdsourced" innovation. Organizations are experimenting with these approaches yet there little research on how organizational members open these boundaries; shift the locus of innovation and the ensuing impact. Through an in depth longitudinal field study of NASA’s experimentation with online "open innovation" communities& platforms, I illustrate the mechanism of shifting the locus of innovation as a co-evolution of knowledge boundary work and professional identity work. I find that organizational members who dismantled their knowledge boundaries expanded and even reconstructed their professional identity from “problem solvers” to “solutions seekers”. This entailed a significant transformation both in the R&D knowledge creation process and the members’ professional identity and capabilities.

Title: The Impact of Top and Middle Management Boundary-Spanning on Unit Exploration


  • Lotte Glaser, Erasmus University-Rotterdam
  • Sebastian Fourné, Wilfrid Laurier University

Abstract: We investigate the multifaceted impact of boundary-spanning at senior and middle management levels on units’ exploratory innovation. Analyses of multi-source and multilevel data indicates that boundary-spanning of top management teams (TMTs) is positively related to units’ exploratory innovation, but concomitantly increases middle managers’ (MMs) role conflict. This role conflict results in a negative effect on units’ exploratory innovation and thus offsets some of the benefits of TMT boundary-spanning activities. Unexpectedly, MMs’ boundary-spanning does not relate to exploratory innovation. We show that role conflict is reduced by the fit in terms of relative size and overlapping ties among TMT members and MMs. Taken together, these findings provide new insights into the configuration of multilevel boundary-spanning that enables or constrains managers’ quest for unit level exploration.

Title: Understanding the Integration of Individual Customers in Value Creation Processes


  • Sven M. Laudien, University of Erfurt
  • Birgit Daxboeck, University of Erfurt

Abstract: Management scholars and practitioners recently point to the growing importance of service and emphasize the necessity to integrate customers into value creation processes as they may serve as valuable knowledge sources. Nevertheless, research on this topic is still in its early stages – especially related to a B-to-C context. We take an up to now widely ignored B-to-C perspective and analyze the influence of individual customers and their idiosyncratic networks on the design of firm offerings. We highlight the importance of networks on firm and individual customer level and deal with the limits firms experience in capitalizing on customer knowledge. We develop research propositions that display an enhanced understanding of how individual customers influence firm offerings and mirror them with findings from an in-depth case study.

All Sessions in Track B...

Mon: 08:00 – 09:15
Session 210: Community Engagement and Orchestration
Mon: 14:45 – 16:00
Session 202: Alliance Portfolios, Networks, and Innovation
Mon: 16:30 – 17:45
Session 211: Knowledge Transfer and Learning
Tue: 08:00 – 09:15
Session 212: Dynamic Capabilities
Tue: 11:00 – 12:15
Session 403: Understanding Network Structure and Characteristics
Tue: 15:30 – 16:45
Session 404: Innovation and Global Networks

All Sessions in Track H...

Sun: 08:00 – 09:15
Session 311: The Power of Power: The Role of Power and Politics in Strategy Processes
Sun: 09:30 – 10:45
Session 312: Contributing to Strategy Process Scholarship and to the SMS Community: Honoring Steve Floyd and Bill Wooldridge
Sun: 11:15 – 12:30
Session 284: The Strategic Process and Competitive Dynamics of Industry Convergence
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Sun: 17:15 – 18:30
Session 604: Strategy Process IG Business Meeting
Mon: 08:00 – 09:15
Session 205: Strategy Making Dynamics
Mon: 14:45 – 16:00
Session 204: Strategic Change and Adaptation Processes
Session 437: Corporate Structure, Resource allocation, and Portfolio planning
Mon: 16:30 – 17:45
Session 206: The Role of Middle Managers in Strategy Processes
Session 211: Knowledge Transfer and Learning
Tue: 11:00 – 12:15
Session 209: Design Issues: Tasks, Control and Risk
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Tue: 17:15 – 18:30
Session 207: TMTs, Strategic Planning and Agenda Building

Strategic Management Society