Collaborative projects are increasingly common today and such projects require specialized knowledge of the partners to be integrated, therefore posing the challenge of inter‑organizational knowledge integration; integrating diverse knowledge bases across organizations. Studies on knowledge integration and inter‑organizational networks indicate the positive influence of social capital in the context. Since partners in a collaborative project are likely to possess this resource due to their partnership, a knowledge integration view is adopted to conduct an empirical investigation of a three‑partner collaborative project to investigate the influence of social capital. The study shows how the different aspects of social capital influence the knowledge integration behaviour of the partners for the project. Implications to research and practice are discussed.
Volume 8 Issue 3 / Nov 2010 pp267‑344
Keywords: action research, case study, codification and personalization knowledge management strategies, collaborative projects, components of tacit knowledge, critical knowledge factors, design re-use, engineering design, ethnographic study, evidence-based medical practice., explicit and tacit knowledge forms, explicit knowledge, fixture and tooling, knowledge assets management, knowledge based systems, knowledge capital, knowledge integration, knowledge map, nature of tacit knowledge, new product development, organizational culture, performance improvement, research centre, social capital, tacit knowledge,