پویایی شیوه های مشارکتی برای ایجاد دانش در پروژه ها
Abstract
1- Introduction
2- Theoretical conversation
3- Research methodology
4- Analysis and results
5- Final remarks
References
Abstract
Purpose: We aim to elucidate how the dynamics of collaborative practices in research and development (R&D) projects occur and to reveal the main practices adopted in developing an ambidextrous project. The dynamics of R&D practices in knowledge creation arise from complementary practices of exploration and exploitation undertaken over the lifespan of an inter-organizational project that trigger an ambidextrous process of innovation.
Introduction
A primary factor of productivity and competitiveness in the current economic paradigm involves the capacity of individuals and organizations to generate, process and transform information and knowledge into economic assets (Nonaka et al., 2006). Given that an important asset of knowledge is innovation, several studies have attempted (and struggled) to identify the drivers of innovation and how innovation processes should be managed to increase innovative performance (Teece, 1986; Brown and Eisenhardt, 1997; Crossan and Apaydin, 2010). Although a significant stream of research has highlighted the innovation performance implications of combining knowledge resources from different origins (Graetz and Smith, 2007; Nonaka et al., 2014), the origins of knowledge are but one of the determinants of innovation. In fact, the characteristics of the processes by which firms search for new knowledge also strongly influence innovation and can shape – or even subvert – the impact of the origins of knowledge on innovation outcomes (Fleming and Sorenson, 2001). To capture this innovative behavior, Capaldo and Petruzzelli (2011) refer to the notion of search span, i.e., the extent to which firms search for new knowledge across different knowledge domains. Studies advancing a subject’s knowledge frontiers have deepened the concept of ambidexterity, which postulates that the dimensions of exploration and exploitation are used simultaneously (Nonaka et al., 2014) and are enhanced by complementary knowledge internal and external to the organization. The challenge is that knowledge increasingly extends beyond the boundaries of the firm, and the ability to build external alliances is an important source of new ideas and information that leads to technology and innovations that promote business performance (Dyer and Singh, 1998). In this sense, interorganizational cooperation allows companies to access new resources and complement existing resources, particularly in research and development (R&D) projects. In particular, R&D alliances have become widely adopted as an open innovation practice (e.g., Schilling, 2009) and are increasingly important units of analysis for understanding competitive advantage based on innovation (Capaldo and Petruzzelli, 2014).