Framing and interorganizational knowledge transfer: A process study of collaborative innovation in the aircraft industry

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

This article explains how and why organizational actors' decisions about interorganizational knowledge transfer might change over time. We find that organizational actors' framing of future innovation developments, as either an opportunity or a threat, motivates them to engage or disengage in interorganizational knowledge transfer activities. Shifts in framing lead organizational actors to leverage their relational context and knowledge base in new ways, thereby emphasizing the role of agency in drawing upon these structures. These findings are incorporated into a process model that explains discontinuous change in interorganizational knowledge transfer. © 2013 John Wiley & Sons Ltd and Society for the Advancement of Management Studies.
Original languageEnglish
Pages (from-to)349-378
JournalJournal of Management Studies
Volume51
Issue number3
DOIs
Publication statusPublished - 2014

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Innovation
Aircraft
Industry
Knowledge transfer
Aircraft industry
Process model
Leverage
Management studies
Knowledge base
Threat

Cite this

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Framing and interorganizational knowledge transfer: A process study of collaborative innovation in the aircraft industry. / van Burg, J.C.; Berends, J.J.; van Raaij, E.

In: Journal of Management Studies, Vol. 51, No. 3, 2014, p. 349-378.

Research output: Contribution to JournalArticleAcademicpeer-review

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