scholarly journals The Paper Trail of Knowledge Spillovers: Evidence from Patent Interferences

2020 ◽  
Vol 12 (2) ◽  
pp. 278-302 ◽  
Author(s):  
Ina Ganguli ◽  
Jeffrey Lin ◽  
Nicholas Reynolds
Keyword(s):  
Tacit Knowledge ◽  
Knowledge Spillovers ◽  
Matched Control ◽  
Common Knowledge ◽  
Geographic Distance ◽  
Local Area ◽  
Knowledge Flows ◽  
New Method ◽  
Show Evidence ◽  
Localized Knowledge

We show evidence of localized knowledge spillovers using a new database of US patent interferences terminated between 1998 and 2014. Interferences resulted when two or more independent parties submitted identical claims of invention nearly simultaneously. Following the idea that inventors of identical inventions share common knowledge inputs, interferences provide a new method for measuring knowledge spillovers. Interfering inventors are 1.4 to 4.0 times more likely to live in the same local area than matched control pairs of inventors. They are also more geographically concentrated than citation-linked inventors. Our results emphasize geographic distance as a barrier to tacit knowledge flows. (JEL D83, O31, O33, O34)

Knowledge Technology

2013 ◽  
pp. 40-54
Keyword(s):  
Social Media ◽  
Life Cycle ◽  
Expert Systems ◽  
Tacit Knowledge ◽  
Virtual Environments ◽  
Knowledge Flows ◽  
Simulation Technology ◽  
Critical Thought ◽  
Media Technologies ◽  
Common Problems

This chapter surveys several classes of technologies and indicates which kinds of knowledge flows are enabled and supported relatively better and worse by such technologies. The authors look at common problems associated with the most prevalent and prominent KM technologies and then discuss interactions between such technologies and the knowledge life cycle. The discussion turns subsequently to examine expert systems technology, which addresses knowledge directly. This is followed by a discussion of simulation technology, which enables the development of tacit knowledge through practice in virtual environments. The chapter concludes with five knowledge technology principles and includes exercises to stimulate critical thought, learning, and discussion. As a note, the authors do not consider the kinds of emergent knowledge phenomena enabled via social media technologies here, but they devote the whole of the book’s third section to this topic.

Knowledge Flows

2011 ◽  
pp. 133-149 ◽  
Author(s):  
Peter Busch
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Staff Member ◽  
Work Groups ◽  
Cultural Background ◽  
Knowledge Flows ◽  
Individual Employee ◽  
The One ◽  
The Individual

Recalling from previous discussions, this book is not concerned solely with discussing knowledge management or testing for tacit knowledge. The former topic is well handled through a great deal of literature dating from the 1990s to the present day. The latter subject as we saw in the previous chapter tends to take place at the level of the individual and although a variety of techniques exist, the one by Sternberg’s group is arguably the most practical. It is the flow of (tacit) knowledge in an organisation that should also be considered for the richness it provides both at the level of the staff member and holistically at the company-wide level. As one would expect, the measurement of knowledge flows brings with it another set of complexities including but not limited to, the culture of the firm, the cultural background of the individual employee, the degree to which ICT is in place within the company, the size of work groups and the formality or structure of the groups themselves. A study of intra-organisational flows needs to understand the parameters that will have an impact on the likelihood of soft knowledge being transferred from one individual to the next.

Knowledge Management

2011 ◽  
pp. 17-33
Author(s):  
Peter Busch
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Knowledge Flows ◽  
Knowledge Assets ◽  
Organisational Knowledge ◽  
Concepts Of Knowledge ◽  
Parent Discipline ◽  
True Definition ◽  
Tacit Knowledge Management

Delving into tacit knowledge flows requires at least a cursory understanding of its parent discipline, namely Knowledge Management (KM). In turn, discussion of KM is not possible without briefly discussing knowledge and more specifically organisational knowledge. Knowledge Management is a discipline that is quite recent, having been exposed largely in the 1990s. Perhaps the most frustrating aspect of KM is that no one true definition, rather like with tacit knowledge, exists. If one were pressed to define KM, it would be the process whereby an organisation has in place plans or actions to maximise its knowledge assets both codified and soft to its best advantage. At this stage, let us examine the issues regarding this discipline and later examine how they relate to tacit knowledge management specifically. Concepts of knowledge relating specifically to tacit knowledge are discussed in much greater detail in the following chapter.

Developing a Knowledge-Based Organizational Performance Model for Improving Knowledge Flows in Discontinuous Organizations

2011 ◽  
pp. 89-108
Author(s):  
Rahinah Ibrahim ◽  
Mark E. Nissen
Keyword(s):  
Organizational Performance ◽  
Tacit Knowledge ◽  
Affordable Housing ◽  
Organization Theory ◽  
Knowledge Flows ◽  
Performance Model ◽  
Ethnographic Study ◽  
Knowledge Based ◽  
New Knowledge ◽  
Insight Into

Tacit knowledge attenuates particularly quickly in organizations that experience discontinuous membership: the coming and going of organizational roles or positions during a workflow process. Since knowledge flows enable workflows, and workflows drive performance, theory suggests that dynamic knowledge—particularly tacit knowledge—is critical for competitive advantage. This research seeks to extend established organization theory, through integration of emerging knowledge-flow theory, to inform the design of discontinuous organizations. Toward this end, we build a computational model based upon ethnographic study of an affordable housing project that experienced severe discontinuous membership. Analysis of this model reveals problematic theoretical gaps, and provides insight into how scholarly understanding of knowledge flows can extend organization theory to address discontinuous organizations. This research contributes new knowledge for designing knowledge-based organizations in discontinuous contexts.

Beyond the Body of Knowledge: A Knowledge-Flow Approach to Project Management Theory and Practice

2003 ◽  
Vol 34 (2) ◽  
pp. 4-12 ◽  
Author(s):  
Keith F. Snider ◽  
Mark E. Nissen
Keyword(s):  
Project Management ◽  
Tacit Knowledge ◽  
Knowledge Flows ◽  
The Body ◽  
Theory And Practice ◽  
Management Theory ◽  
Knowledge Flow ◽  
Project Organization ◽  
Body Of Knowledge ◽  
Management Of Project

Much of the theory associated with project management is explicitly organized according to taxonomic bodies of knowledge (BOK). Although such BOK are conceptually simple and easily disseminated, their generally static and explicit nature is out of phase with the dynamics of critical, tacit knowledge as it flows through the project organization. In this paper, we argue for a more descriptive view of project management theory, one that captures the dynamics of knowledge flows, addresses tacit knowledge and provides new insight into interrelationships between the management of project knowledge and the management of project activities in the enterprise. Introducing a multidimensional model of knowledge flow to describe project management theory, we instantiate this model with a project example from the domain of software development.

Accelerating acculturation through tacit knowledge flows: refining a grounded theory model

VINE ◽  
2010 ◽  
Vol 40 (3/4) ◽  
pp. 312-325 ◽  
Author(s):  
June G. Chin Yi Lee ◽  
Mark E. Nissen
Keyword(s):  
Mergers And Acquisitions ◽  
Institutional Theory ◽  
Tacit Knowledge ◽  
Global Economy ◽  
Organizational Outcomes ◽  
Theory Model ◽  
Knowledge Flows ◽  
Content Type ◽  
Acculturation Model ◽  
The Impact

PurposeIntercultural knowledge flows are critical to global enterprise performance, but the impact of knowledge management theory on such intercultural flows remains limited. This paper seeks to address this issue.Design/methodology/approachThe present investigation builds on and partially validates two prior studies: research to integrate institutional theory with knowledge flow theory, which provides a powerful theoretical framework for understanding how tacit knowledge flows across cultures; and recent qualitative research, which has employed this framework to develop a theoretical model of acculturation. The present investigation refines this model by drawing in particular from the mergers and acquisitions literature to characterize both accelerators and decelerators of acculturation.FindingsThe paper is able to identify theoretical dimensions to measure acculturative stress, a concept that proves to be useful in terms of validating, refining and simplifying the basic acculturation model.Research limitations/implicationsThe refined acculturation model maintains the essential structure and many elements of the basic model, but it links more closely with extant theory as characterized by the mergers and acquisitions and trust literatures; hence it is more broadly generalizable. The refined model also links well to institutional theory and explains how to increase or decrease the tacit knowledge flows underlying acculturation to affect organizational outcomes.Practical implicationsThe refined acculturation model provides the practicing leader and manager with clear insight into the kinds of promoters and inhibitors of intercultural knowledge flows, and identifies key actions that can be taken to affect such flows and the corresponding organizational outcomes.Social implicationsThis paper elucidates both difficulties and opportunities associated with intercultural knowledge flows in today's global economy – difficulties and opportunities that will likely gain prominence as the world becomes increasingly global.Originality/valueThe refined acculturation model makes both theoretical and practical contributions.

Guest editorial

2016 ◽  
Vol 20 (5) ◽  
pp. 845-857 ◽  
Author(s):  
Carla C.J.M. Millar ◽  
Martin Lockett ◽  
John F. Mahon
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Cultural Context ◽  
Policy Making ◽  
Common Knowledge ◽  
Creative Industries ◽  
Knowledge Generation ◽  
Content Type ◽  
Company Policy ◽  
Knowledge Intensive

Purpose This paper aims to further research on leadership and knowledge management through formal knowledge strategies in knowledge-intensive organizations (KIOs), and analyse knowledge management challenges and approaches within KIOs, especially tacit knowledge. Design/methodology/approach This paper is based on conceptual and literature research. Findings Managing knowledge as an organizational asset involves how knowledge is obtained, stored and organized, and accessed and shared when needed. This is crucial for KIOs. Knowledge that is not captured, understood and transferred, throughout the organization, is useless. This requires the integration of systems and processes with people and leadership. Tacit knowledge generation and transfer is especially important in KIOs. In particular, the success of KIOs depends crucially on management’s ability to give leadership in a way that supports knowledge-intensive teamwork. The global nature of internal and external knowledge networks adds to the leadership challenge. This can be made more complex by cultural differences, intellectual property protection (formal and informal) and talent scarcity. Research limitations/implications Further research is needed to identify the types of KIO and to better understand sound common knowledge management and related leadership principles across all types of KIO and those that are more context-dependent on the type of KIO and/or its business and cultural context. More research is needed on policy making organizations, in-company policy-making research and development and creative industries. Originality/value The paper takes forward research on leading knowledge management in KIOs and introduces 14 challenging new papers in this specific field of research.

Localized Knowledge Spillovers: Evidence from the Agglomeration of American R&D Labs and Patent Data

2015 ◽  
Author(s):  
Kristy Buzard ◽  
Gerald A. Carlino ◽  
Robert M. Hunt ◽  
Jake Carr ◽  
Tony E. Smith
Keyword(s):  
Knowledge Spillovers ◽  
Patent Data ◽  
Localized Knowledge
Sign in / Sign up

Export Citation Format

Share Document