Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology

“The reason is that the nature of export market knowledge is often complex and tacit, thus making it difficult to create and transfer it within the firm (Atuahene-Gima 2005; Galunic and Rodan 1998; Kogut and Zander 1992; Szulanski 1996).”

“In addition, we included an item related to explicit communication plans (V34) [52, 61].”

“Some degree of differentiation in knowledge between the acquiring and acquired firm will enrich the acquiring firm’s knowledge base, creating opportunities for learning and improved innovative performance (Bartlett, 1993; Kogut and Zander, 1992).”

“Knowledge sharing is of vital importance to organizations, enabling them to develop skills and competences, increase value, and sustain their competitive advantage (see for example [1–3]).”

“First, the concept of a knowledge base, or “what the organization knows,” is central to theories of technology search and organizational learning (Kogut and Zander, 1992; Grant, 1996).”

“Within a single organization, identification and transfer of knowledge is greatly simplified because employees learn firmspecific communication codes that facilitate the exchange of knowledge necessary to execute job tasks (Kogut & Zander, 1992; Tushman, 1977).”

“…with prior research: explicit knowledge such as drawings, analytic results, and scientific journal articles, as well as tacit knowledge such as insights, intuition, and implied assumptions (Beccerra-Fernandez and Sabherwal 2001, Grant 1996, Kogut and Zander 1992, Polanyi 1966, Teece 1981).”

“What is critical in this respect is that these mechanisms can act as organizing principles to facilitate the transfer of and adaptation of knowledge and practices to a wider circle of individuals by engaging in a stable and repetitive activity pattern to capture, disseminate and apply alliance management knowledge (Ko…”

“With roots in both the RBV and RV, the knowledge-based view (KBV; Argote, 1999; Grant, 1996; Kogut & Zander, 1992) states that SCI can help firms coordinate and deploy knowledge resources by exchanging valuable information across the organizational boundary with key suppliers and customers.”

“Employees’ explicit and implicit knowledge may be the most important source of competitive advantage (Grant 1991, Kogut & Zander 1992).”

“Among the different types of resources, knowledge typically provides most opportunities to create competitive advantage (Grant, 1996; Kogut and Zander, 1992).”

“Given the strategic importance of knowledge and its circulation within firms (Kogut and Zander, 1992), the role of interorganizational networks as conduits of information, learning, and knowledge is of concern to both managers and scholars.”

“A team-based infrastructure for executing projects can also facilitate the integration of new knowledge into operating routines (Kogut and Zander, 1992).”

“High tacitness implies that it is dif fi cult to codify key transaction attributes (Hennart 1988, Kogut and Zander 1992).”

“…clearly defined, but is considered ‘the most strategically important of the firm’s resources’ (Grant, 1996, p. 110) and ‘the central competitive dimension of what firms know how to do is to create and transfer knowledge efficiently within an organizational context’ (Kogut and Zander, 1992, p. 384).”

“A brief sampling of this literature includes Nelson and Winter (1982), Demsetz (1988), Hayes et al. (1988), Pavitt (1991), Leonard-Barton (1992), Kogut and Zander (1992, 1996), Grant (1996), Conner and Prahalad (1996), Teece et al. (1997), Dosi et al. (2000), Nickerson and Zenger (2004), Marengo…”

“separated individuals and units within the organization (Kogut and Zander, 1992).”

“Central to the theories of localized knowledge spillovers is the distinction between codified and tacit knowledge (Kogut and Zander, 1992).”

“Coordination of a specific property, for example, the necessary physical connections will be made at a specific time and date, is easier to specify in advance than the coordination of knowledge-based assets, with their attendant tacitness and embeddedness (Kogut and Zander, 1992).”

“…product lines, including new product releases and improved product platforms (Comanor and Scherer, 1969; Henderson and Clark, 1990; Katila and Ahuja, 2002), and the consequences of innovation such as product performance (Cohen and Levinthal, 1989; Kogut and Zander, 1992; Grant, 1996b).”

“Second, as a bridge, the focal supplier would be more effective at transmitting explicit knowledge, facts, and discrete information because explicit knowledge can be transmitted through simple communication without loss of integrity (Hansen, 1999; Kogut and Zander, 1992).”

“In spite of these activities, the transfer of tacit knowledge remains a significant challenge within organizations (Kogut & Zander, 1992; Argote & Ingram, 2000).”

“54 (2004) 205–230 207 Intangible resources are typically tacit and hard to codify (Kogut and Zander, 1992; Conner and Prahalad, 1996).”

“Innovation is certainly about recombining previous knowledge (Kogut and Zander, 1992), and is thus pastdependent, yet path dependence goes beyond the mere idea that the past channels future opportunities.”

“For absorbing and using potential new knowledge, corporate investors need to ensure that information from their portfolio firms reaches business units equipped to make sense of it. Doing so is particularly useful if the knowledge to be acquired is tacit ( Kogut & Zander, 1992 ) or complex, since tacit and complex elem…”

“Among the resources examined, knowledge is often considered as the most important resource of the firm (Grant, 1996; Kogut and Zander, 1992).”

“14 knowledge, or knowing who know what, reflects the knowledge network that a person creates [34].”

“As a result, ignoring (for a moment) the cost of transferring knowledge to foreign facilities, tacitness is positively associated with the potential gains from exploiting knowledge abroad (Kogut and Zander, 1992).”

“Over time, firms within these communities of practice develop relationship-specific knowledge that cannot be easily replicated with other firms outside the specific community (Brown and Duguid, 2001; Kogut and Zander, 1992).”

“These include the technological knowledge that derives from a firm’s research and development activities (Teece, 1982), and the ability to combine disparate knowledge elements into valuable new combinations (Kogut and Zander, 1992).”

“Learning capacity LC1 Your partner has the ability to apply new green knowledge to commercial goals Kogut and Zander (1992); Lane and Lubatkin (1998) LC2 Your partner has the ability to extend existing capabilities to encompass new green knowledge LC3 Your partner has the ability to reconfigure existing green knowledg…”

“Because knowledge is embedded in particular social contexts (Kogut and Zander, 1992), dissimilarity between partners increases the difficulty of knowledge transfer and learning within alliances, such that overcoming these barriers to knowledge transfer requires significant managerial resources and attention (MoraValen…”

“Companies need integrative capabilities in order to combine and use different types of knowledge (Kogut and Zander, 1992).”

“The innovation and knowledge management literature has noted that new knowledge creation is often the result of recombining existing elements of knowledge into new syntheses (Henderson and Clark, 1990; Katila and Ahuja, 2002; Kogut and Zander, 1992; Zhang and Li, 2010).”

“The knowledge of coordination is akin to what Kogut and Zander (1992) have called``combinative capacity'', that is the ability to generate innovative combinations based on knowledge and capabilities distributed throughout the supply chain network.”

“advantage (Cohen and Levinthal, 1990; Kogut and Zander, 1992; Argote and Ingram, 2000).”

“A third dynamic capability, with special relevance to the cluster concept, concerns the ability of a firm to replicate its effective routines to new locations (KOGUT and ZANDER, 1992; FRENKEN and BOSCHMA, 2007).”

“…research on institutional complexity (Greenwood, Raynard, Kodeih, Micelotta, & Lounsbury, 2011), managing complex knowledge within organizations (Kogut & Zander, 1992; Tsoukas, 2005) or across interorganizational networks (Reagans & McEvily, 2003), or even research on managing complex strategic…”

“and efficiently” ( Kogut and Zander, 1992, p. 386 ).”

“Likewise, it is assumed that a more sustainable competitive advantage relies heavily on the ability to move beyond local search and to reconfigure its knowledge (Kogut and Zander, 1992; Rosenkopf and Nerkar, 2001).”

“Selective Intervention and Internal Hybrids Interpreting and Learning from the Rise and Decline of the Oticon Spaghetti Organization Foss, Nicolai J. Document Version Final published version Publication date: 2001 License CC BY-NC-ND Citation for published version (APA): Foss, N. J. (2001).”

“Making the good improves the firm's understanding, since it gains a deeper tacit knowledge of the good and its processes (Kogut and Zander , 1992; Darr, Argote, and Epple, 1995; Grant, 1996).”

“…can occur at any level in the organization, yet consistent with Penrose’s (1959) resources approach, we give close attention to the entrepreneurial services provided by the firm’s managers and the importance of their personal experiences in shaping their capacity to provide these services.”

“According to the KBV, knowledge is an organizational resource, and the ability of a firm to generate and deploy this knowledge in the NPD process can improve firm performance (Grant, 1996; Kogut and Zander, 1992; Nonaka, 1994; Spender, 1996).”

“Certainly, many studies have highlighted the importance of the wider organisational context for the capture and dissemination of knowledge and learning [45].”

“If firms successfully realize these strategic processes they will generate competitive advantages, which will enhance their capabilities and performance (Kogut & Zander, 1992, 1993).”

“First, the tacit nature of relevant resources and capabilities precludes adequate bundling through market transactions since they are distributed and embedded throughout a firm (Teece and Pisano, 1994; Kogut and Zander, 1992).”

“According to the classic view (Hymer, 1976; Kogut & Zander, 1992), negative performance effects are due to costs exceeding the benefits of internationalization.”

“Many scholars have noted the intimate relationship between organizational learning and technological innovation (Cohen and Levinthal 1990, Kogut and Zander 1992, Leonard-Barton 1988a, Pennings and Harianto 1992).”