Session 269

Knowledge Flows: Transfer, sharing and replication

Track I

Date: Monday, September 22, 2014


Time: 14:45 – 16:00


Room: Copenhague

Session Chair:

  • Michael Mol, Copenhagen Business School

Title: Knowledge Leverage in Technology-Based Firm Acquisitions: Impact of Relatedness, Structure, and Ease of Transfer


  • Senem Aydin, Bocconi University

Abstract: This study examines the determinants of knowledge leverage in technology-based firm acquisitions. Drivers of knowledge leverage are identified at three distinct levels; i.e. dyadic-, technology- and industry-level. Testing a sample of between- and within-industry acquisitions undertaken during 2000-2008, for target firms in six U.S. manufacturing industries, which differ in their intellectual property (IP) intensity, I found that technological distance between the acquirer and target firms’ knowledge bases has a negative impact on technological knowledge leverage, while knowledge structure; i.e. the indivisibility of acquired technology, positively affects knowledge leverage. Moreover, ease of knowledge transfer in the target firm’s industry decreases knowledge leverage in acquisitions. These results are further analyzed by comparing within- vs. between-industry acquisitions and IP-intensive vs. less IP-intensive industries.

Title: Leadership Culture for Knowledge Sharing in IPSFs: Do Formal Transmission Channels Help or Hurt?


  • Paulina Junni, BI Norwegian Business School
  • Ragnhild Kvålshaugen, BI Norwegian Business School
  • Sverre Tomassen, BI Norwegian Business School

Abstract: This paper examines the role of leadership culture in knowledge sharing in international professional service firms (IPSFs). We find that a transformational leadership culture enhances both knowledge adoption and transfer, whereas a transactional leadership culture has no impact on either. Further, we identify organizational context (formal transmission channels) as an important moderator of these relationships. We test our hypotheses on a sample of organizational units in an IPSF that provides consulting and certification services worldwide. This study contributes to the IPSF literature by elaborating on the effect of leadership culture in knowledge sharing, and by examining the boundary conditions of this effect.

Title: Replication Platforms: Designing for Strategy Execution over Geographic Space


  • Thomas Steinberger, University of California-Irvine
  • Margarethe Wiersema, University of California, Irvine

Abstract: Many firms (i.e., fast food chains) grow and compete through the process of replication, in which the knowledge underlying core routines is transferred across geographically dispersed units. Existing work has tended to assume that this underlying knowledge is executed by and appropriated within a single firm. This conceptual paper relaxes this assumption, arguing that the replication process is carried out by platform structures that may or may not transcend firm boundaries. The resulting construct of ‘replication platforms’ enables a general framework for competing across geographic space that features greater breadth than previously considered in the types of knowledge and in the organizational design contingencies encompassed within replication strategies.

Title: We Are the Same, so Let Us Share: Cluster Identification and Knowledge Sharing


  • Nina Geilinger, ETH Zurich
  • Georg von Krogh, ETH Zurich
  • Stefan Haefliger, City University London

Abstract: Despite the large body of research on inter-organizational knowledge sharing in industry clusters, investigations into the co-location of firms may not have fully captured essential characteristics of knowledge sharing interactions and its enablers. Based on an in-depth qualitative study of 38 firms in an ICT and biotechnology cluster, we observe fundamental differences across firms in the way they identify with the industry cluster and how they share knowledge, leading to innovative outcomes. Strong cluster identification is associated with a greater diversity of knowledge sharing mechanisms, and a broader variety of knowledge types shared. Our findings highlight the role of cognitive processes, such as identification, as a source of variation between firms to reap the benefits from cluster membership and co-location.

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 278: Routines: Theoretical and Empirical Advancements and Avenues for Future Research
Sun: 09:30 – 10:45
Session 463: Big Data: Revolutionizing Innovation and Competition
Sun: 11:15 – 12:30
Session 464: Foundations Session: A conversation with Michael Tushman on Leadership, Innovation and Strategic Change
Sun: 15:45 – 17:00
Session 270: Innovation in MNCs and Global Networks
Session 275: Open Innovation: Outcomes and antecedents
Sun: 17:15 – 18:30
Session 605: Knowledge and Innovation IG Business Meeting
Mon: 08:00 – 09:15
Session 260: IPRs, Appropriability and Innovation
Session 274: Incumbents, Radical Innovations and Disruptive Technologies
Mon: 11:00 – 12:15
Session 276: Organizational Learning
Session 277: Learning From Others
Session 372: The Challenges of Global Operations: Managing R&D and Complexity
Session 423: Alliances and Innovation Performance
Mon: 14:45 – 16:00
Session 265: Learning, Search, Slack: The behavioral theory revisited
Session 269: Knowledge Flows: Transfer, sharing and replication
Mon: 16:30 – 17:45
Session 254: Conversations about Knowledge
Session 257: Spin offs, Venture Capital and Entrepreneurship
Tue: 08:00 – 09:15
Session 259: Institutionalizing Innovation: Norms, status and legitimacy issues
Session 273: From Internal Resources to Customer Needs
Session 383: Globalization of R&D: Implications for Learning and Innovation
Tue: 11:00 – 12:15
Session 267: The Role of Individuals in Innovation
Session 272: Research and Development: Antecedents and outcomes
Session 361: Creativity and Innovation
Session 469: M&As and Innovation
Tue: 15:30 – 16:45
Session 262: Networks of Innovators
Session 263: Innovation Models in Emerging Economies
Tue: 17:15 – 18:30
Session 255: Exploration and Exploitation
Session 256: Organizing for Open Innovation
Session 261: Practices and Processes for Innovation

Strategic Management Society