Abstract: Organizational innovation is one of the main tools for attaining a competitive advantage. Multinational corporations operate in different countries may capture new knowledge from diverse markets, customers or suppliers. This paper focuses on the knowledge transfer from the subsidiaries to the headquarters (knowledge transfer reverse). Furthermore, we try to analyse how this transferred knowledge facilitates the generation of innovations. Its study has demanded the analysis of the mediator role of absorptive capacity. Our results show that reverse knowledge influences indirectly on the headquarters innovation trough the existence of an absorptive capacity. Several conclusions and managerial implications are derived.
The aim of this paper is to discuss which factors can be seen essentially affecting a company's learning ability through its organizational receptivity in inter‑organizational knowledge transfer. This will be done by developing a typology of the factors affecting company's organizational receptivity (and absorptive capacity) of new knowledge in inter‑organizational knowledge transfer. Yet, only after the pre‑conditions for the cooperation are created, it is the individuals' abilities and the organizational culture that can essentially affect the outcome.
Keywords: innovation matrix, innovation index, measure of innovation, agricultural firms, innovation drivers, transactional model, knowledge management education, knowledge management curriculum, course design, experiential learning, student learning models, knowledge management faculty credentials, intellectual capital, human capital, structural capital, relationship capital, integrators, human capital, human resource value measurement, intangible assets, knowledge sharing, psychological capital, relational view of the firm, value adding web concept, absorptive capacity, social capital, tacit knowledge, knowledge use, knowledge transferability, knowledge strategy, knowledge codification, technological advancement, human intellectual capital, innovativeness, intangible assets, leadership, trust, vitality, innovating management, competitive intelligence, intellectual capital, intangible assets, knowledge economy, Brazil, oil and gas, SMEs, knowledge management, knowledge transfer, knowledge captu
Volume 3 Issue 2 / Dec 2005 pp65‑138
Keywords: Absorptive capacity, Capabilities, Case study, Coach, Computer-mediated communication, Developing countries, Dynamic learning, Email, Information and Communication Technologies, Innovation, Intangible Assets, Intellectual Capital, Inter-organizational project team management, Knowledge creation and sharing, Knowledge Economy, Knowledge management (KM), Knowledge management systems (KMS), Knowledge transfer, Lotka-Volterra system, Organizational Learning, Organizational receptivity, Organizational Relation, Resource-based view of the firm (RBV), Sustained competitive advantage, Virtual team