On the role of partners in a multi-disciplinary business network: A knowledge management perspective

Jesse Karjalainen*, Aku Valtakoski

*Corresponding author for this work

    Research output: Chapter in Book/Report/Conference proceedingConference contributionScientificpeer-review

    1 Citation (Scopus)

    Abstract

    Creating a successful offering in a knowledge-intensive industry often requires access to knowledge that complements the core technological knowledge of a firm. However, this complementary knowledge is often tacit and hence costly to acquire. In this paper, we investigate how a firm can acquire the necessary complementary knowledge by leveraging partners in its business network. Based on a multiple case study of four Finnish enterprise software firms, we find that engaging partners who possess both core and complementary knowledge improves the efficiency and effectiveness of knowledge transfer between the focal firm and its customers. In addition, using partners for this purpose allows the focal firm to concentrate on developing its core competences, which ultimately is the source of competitive advantage and superior market and financial performance. Our findings constitute a step towards moving from dyadic to networked knowledge acquisition models and understanding their impact on firm performance.

    Original languageEnglish
    Title of host publicationProceedings of the 43rd Annual Hawaii International Conference on System Sciences, HICSS-43
    DOIs
    Publication statusPublished - 2010
    MoE publication typeA4 Article in a conference publication
    EventAnnual Hawaii International Conference on System Sciences - Kauai, Koloa, United States
    Duration: 5 Jan 20108 Jan 2010
    Conference number: 43

    Conference

    ConferenceAnnual Hawaii International Conference on System Sciences
    Abbreviated titleHICSS
    CountryUnited States
    CityKoloa
    Period05/01/201008/01/2010

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