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This paper investigates the process of knowledge exchange in inter-firm Research and Development (R&D) alliances by means of an agent-based model. Extant research has pointed out that firms select alliance partners considering both network-related and network-unrelated features (e.g., social capital versus complementary knowledge stocks). In our agent-based model, firms are located in a metric knowledge space. The interaction rules incorporate an exploration phase and a knowledge transfer phase, during which firms search for a new partner and then evaluate whether they can establish an alliance to exchange their knowledge stocks. The model parameters determining the overall system properties are the rate at which alliances form and dissolve and the agents’ interaction radius. Next, we define a novel indicator of performance, based on the distance traveled by the firms in the knowledge space. Remarkably, we find that — depending on the alliance formation rate and the interaction radius — firms tend to cluster around one or more attractors in the knowledge space, whose position is an emergent property of the system. And, more importantly, we find that there exists an inverted U-shaped dependence of the network performance on both model parameters.

This paper reports on a qualitative case study that investigated how consultants source, exchange and deliver specific knowledge within a medium-sized Australian consulting firm to solve client problems in context. This detailed examination of consultants as extreme knowledge workers resulted in the proposal of an eight-stage model of interpersonal knowledge exchange. Utilising the concept of "payload knowledge" (a concept that emerged from the research data as comprising that, specific distillation of knowledge, both tacit and explicit, required to resolve an applied problem in context), respondents described how the interpersonal knowledge exchange process allows them to decontextualise their knowledge and pass it to a requesting consultant, who is able to skilfully recontextualise the content close to its original full meaning. This negotiation process relies on the community's shared language, mental models, social etiquette and cultural norms to compress and funnel the meaning of the payload knowledge to a form that can be transferred meaningfully to a requesting consultant for application to meet the specific need of the client. The process is shown to be predicable in terms of passing through eight identifiable stages, yet unpredictable in terms of knowing how each community interaction will develop into payload knowledge. Within this process, the sourcing, handover, distillation and implementation of payload knowledge are seen as an artistic endeavour, characterised by social community based exchanges that 'hop' the consultants toward their specific contextual need.

The purpose of this research was to further the understanding of knowledge exchange within organisations by examining how the dyadic relationships between individuals, in terms of the channels of communication used (structural capital), knowledge awareness (cognitive capital), and the quality of their relationships (relational capital), influence opportunities for knowledge exchange (access to advice), and ultimately individual performance. data were analysed using social network analysis to determine individual network centralities, and structural equation modelling was used to test the hypotheses at the individual level. The findings suggest (1) face-to-face channels with trusted sources are the most preferred method for exchanging sensitive knowledge, (2) knowing where expertise resides and source availability is key to research knowledge exchange, and (3) centrality in knowledge network does not result in uniform increases in individual performance. While technology has the potential to increase the efficiency of knowledge exchange by removing the barriers to same-time, same-place interactions, computer-mediated communication may actually inhibit the exchange of tacit knowledge and advice because of the lean medium of the exchange, negatively impacting performance. Using a network perspective, this study adds to the literature on intra-organisational learning networks by examining how an individual’s use of different communication channels to share knowledge is related to centrality in knowledge networks, and how this impacts individual performance.

Knowledge has become an important production factor. Tacit knowledge is embodied in the minds of people, and is part and parcel of their skills. Since businesses concentrate on strategic tasks, many others are outsourced. This also applies to R&D. External knowledge sources help firms to leverage their internal R&D efforts. Internal and external knowledge have to be knitted together on the work floor giving rise to innovative products and processes. Since tacit knowledge is embodied in personnel, it is interesting to look at the role of the functions and the qualifications of R&D personnel in relation to activities developed in the framework of technical collaboration agreements. Using the OECD business R&D survey for Belgium, insights are offered in the way that external knowledge impacts on the organisation of the internal division of labour. It is demonstrated that absorptive capacity, embodied in people, is a key element in using external knowledge.

This study aims to examine the relationship between the acquisition of knowledge through informal channels and performance of innovation projects. We propose that three forms of informal knowledge exchange, namely, knowledge sharing, knowledge presentation and knowledge transfer, positively impact the perceived performance of innovation projects. A survey of 360 individuals involved in innovation projects whose answers were analysed with PLSs reveals that knowledge, obtained through knowledge sharing and knowledge transfer with third parties outside the company by informal route and the simultaneous use of an innovation intermediary as part of these informal exchanges, positively impacts the three elements that have been chosen to measure the operational performance of innovation projects, namely, cost, time and quality. These results provide major contributions to the academic and managerial point of view and open up new vistas for research that derived directly from the demonstration that open innovation not only has to relay on formal agreements, but also to take into account the informal way of knowledge acquisition.

This study reveals that the strength of ties among academic and corporate researchers who are subject to institutional distance depends on the triggers for tie formation through trust. As strong ties are suitable for the exchange of complex knowledge, they are expected to contribute to knowledge transfer and subsequent innovative knowledge creation. With data from 508 researchers in Japan, this study reveals that the most common trigger is meeting at academic conferences, but ties formed through this trigger are weak. In contrast, ties formed during school days or past work are long-lasting strong ties, and introductions by peer researchers form strong ties from the short-term perspective. Interestingly, ties formed through introductions by industry–academia intermediary organisations are found to be strong in the short term but weak in the long term. Based on these results, this study suggests management and policy that contribute to the formation of strong ties.

The chronobot is a device for time and knowledge exchange and management. It allows a group of people to exchange time and knowledge. This papers describes the basic concept of the chronobot, its mechanism for time/knowledge exchange and management, and its application to e-learning. Research issues are also discussed.