Cited by 81Innovation and Knowledge ManagementBusiness Strategy and InnovationQuality and Supply Management

From core to periphery and back: A study on the deliberate shaping of knowledge flows in interfirm dyads and networks

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Lipparini, Andrea, Lorenzoni, Gianni, Ferriani, Simone·2014·Strategic Management Journal

Abstract

We study 892 Italian motorcycle industry projects carried out via 184 different buyer–supplier and supplier‐supplier relationships to provide evidence on the knowledge dynamics occurring in dyads and networks and to understand the underexplored but important (perhaps even dominant) leading role that some firms play in the evolution of networks and interfirm learning processes. We develop a multiphase model which, from a multilevel perspective addressing different relational subsets, suggests how firms can best organize to generate and exchange knowledge efficiently. We argue that extant theoretical perspectives can profitably draw on our findings to strengthen their dynamic components and help them explain the widely diffused ‘exploring through partner’ strategies more effectively . Copyright © 2013 John Wiley & Sons, Ltd.

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  • Reverse knowledge transfer and learning in the lead firm are less explored.

    “Reverse knowledge transfer and learning in the lead firm are less explored (with the notable exception of Lipparini et al., 2014).”

    From Global value chains: A review of the multi-disciplinary literature (2020) · cites this paper as Lipparini et al., 2014

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Research works printed but not linked: 8

  1. Dyer JH, Nobeoka K. 2000. Creating and managing a high-performance knowledge-sharing network: the Toyota case. Strategic Management Journal 21(3): 345-367.
  2. Kogut BM. 2000. The network as knowledge: genera- tive rules and the emergence of structure. Strategic Management Journal 21(3): 405-425.
  3. Strat. Mgmt. J., 35: 578-595 (2014) DOI: 10.1002/smj · DOI
  4. Peteraf MA. 1993. The cornerstone of competitive advan- tage: a resource-based view. Strategic Management Journal 14(3): 179-191.
  5. Rosenberg N. 1982. Inside the Black Box . Cambridge University Press: New York.
  6. Santos FM, Eisenhardt KM. 2005. Organizational bound- aries and theories of organization. Organization Sci- ence. 16(5): 491-508.
  7. Teece DJ. 1986. Profiting from technological innovation. Research Policy 15(6): 285-305.
  8. Yin R. 1994. Case Study Research (2nd edn). SAGE Publications: Newbury Park, CA.

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Authors
Lipparini, A., Lorenzoni, G., & Ferriani, S.
Affiliations
  • University of Bologna (IT)
  • City, University of London (GB)
Corresponding author
Lipparini, Andrea
Venue
Strategic Management Journal
Publisher
Wiley
Published
2013-03-21
Volume
35
Issue
4
Pages
578-595
ISSN
  • 0143-2095 (ISSN-L)
  • 1097-0266
OpenAlex
W1832862860
Cited by
81
References
59
Citations by year
2026: 4 · 2025: 4 · 2024: 10 · 2023: 6 · 2022: 6 · 2021: 8 · 2020: 13 · 2019: 5 · 2018: 4 · 2017: 11 · 2016: 4 · 2015: 2 · 2014: 3 · 2013: 1
FWCI
9.88
Type
journal article
Language
en
Open access
Locations
  • Strategic Management Journal (publishedVersion, cc-by)
  • City Research Online (City University London) (acceptedVersion)
  • Archivio istituzionale della ricerca (Alma Mater Studiorum Università di Bologna) (submittedVersion)
Funders
Università di Bologna
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategy and Innovation
  • Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
Keywords
knowledge flows, inter-firm networks, buyer-supplier relationships, inter-firm learning, network evolution, core-periphery dynamics, motorcycle industry, knowledge management, multiphase model, multi-level perspective

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