Chapter 9: Best Practices: Key Lessons from the Cases
Irene Lammers, Hans Berends, Ard-Pieter de Man and Arjan van Weele INTRODUCTION This chapter presents the cross-cases conclusions on knowledge sharing in innovative networks. The analysis is based on the ﬁve in-depth case studies in this book: METRO Future Store Initiative, Dutch horticulture, pigbreeding, the Glare network and the supplier network of ASML. The main observations are: ● ● ● ● ● ● ● In innovation networks, knowledge processes like ﬁnding, accessing and sharing knowledge are important enablers for innovation; Knowledge sharing is sometimes problematic. The four key problems are: problems with motivation, eﬃciency, free-riding and boundary crossing; In all ﬁve networks, managerial strategies are applied to address these four knowledge-sharing problems, be it implicitly or explicitly; Companies use 13 solution concepts to address knowledge-sharing problems. The solution concepts vary in the kind of knowledgesharing problem(s) they address; In diﬀerent networks, diﬀerent solution concepts are eﬀective; Decentralized, dispersed networks that aim at developing multiple innovations face more knowledge management challenges than centralized, local networks developing only one innovation; Surprisingly, core knowledge is associated with fewer management problems than expected. Tacit knowledge is harder to manage than explicit knowledge. The structure of this chapter follows the themes of knowledge management in networks discussed in Chapter 1. The themes will be discussed in the order presented in Figure 9.1. Some additional insights will be discussed 174 – Single vs multiple – Centralized vs decentralized – Dispersed vs localized Network type 6 2 Problems Knowledge sharing – Exploration vs exploitation 1 Innovation 4 Solution concepts 3 175 7 Knowledge...
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