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Journal Cover Journal of Knowledge Management
  [SJR: 1.12]   [H-I: 49]   [120 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 1367-3270
   Published by Emerald Homepage  [335 journals]
  • Managing stakeholder knowledge for the evaluation of innovation systems in
           the face of climate change
    • Pages: 1013 - 1034
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1013-1034, September 2017.
      Purpose The aim of this paper is to frame the stakeholder-driven system mapping approach in the context of climate change, building on stakeholder knowledge of system boundaries, key elements and interactions within a system and to introduce a decision support tool for managing and visualising this knowledge into insightful system maps with policy implications. Design/methodology/approach This methodological framework is based on the concepts of market maps. The process of eliciting and visualising expert knowledge is facilitated by means of a reference implementation in MATLAB, which allows for designing technological innovation systems models in either a structured or a visual format. Findings System mapping can contribute to evaluating systems for climate change by capturing knowledge of expert groups with regard to the dynamic interrelations between climate policy strategies and other system components, which may promote or hinder the desired transition to low carbon societies. Research limitations/implications This study explores how system mapping addresses gaps in analytical tools and complements the systems of innovation framework. Knowledge elicitation, however, must be facilitated and build upon a structured framework such as technological innovation systems. Practical implications This approach can provide policymakers with significant insight into the strengths and weaknesses of current policy frameworks based on tacit knowledge embedded in stakeholders. Social implications The developed methodological framework aims to include societal groups in the climate policy-making process by acknowledging stakeholders’ role in developing transition pathways. The system map codifies stakeholder input in a structured and transparent manner. Originality/value This is the first study that clearly defines the system mapping approach in the frame of climate policy and introduces the first dedicated software option for researchers and decision makers to use for implementing this methodology.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:37:03Z
      DOI: 10.1108/JKM-01-2017-0006
       
  • Integrating supplier knowledge in new product development projects:
           decoupled and coupled approaches
    • Pages: 1035 - 1052
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1035-1052, September 2017.
      Purpose The purpose of this paper is to explore and characterize knowledge integration approaches for integrating external knowledge of suppliers into new product development projects. Design/methodology/approach This paper is based on a multiple, in-depth case study of six product development projects at three knowledge-intensive manufacturing firms. Findings Firms make purposeful choices to devise knowledge integration approaches when working in collaborative buyer – supplier projects. The knowledge characteristics of the supplier input guide the choice of either coupling knowledge sharing and combining across firms or decoupling knowledge sharing (across firms) and knowledge combining (within firms). Research limitations/implications This study relies on a limited number of case studies and considers only one supplier relationship in each project. Further studies could examine the challenge of knowledge integration in buyer – supplier relationships in different contexts, i.e. in relation to innovation complexity and uncertainty. Practical implications Managers need to make choices when designing knowledge integration approaches in collaborative product development projects. The use of coupled and decoupled approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge integration and the risks of knowledge leakage. Originality/value The conceptualization of knowledge integration as knowledge sharing and knowledge combining extends existing perspectives on knowledge integration as either a transfer of knowledge or as revealing the presence of pertinent knowledge without entirely transmitting it. The findings point to the complexity of knowledge integration as a process influenced by knowledge characteristics, perspectives on knowledge, openness of firm boundaries and elements of knowledge sharing and combining.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:37:29Z
      DOI: 10.1108/JKM-10-2016-0438
       
  • A model of mobile technologies acceptance for knowledge transfer by
           employees
    • Pages: 1053 - 1076
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1053-1076, September 2017.
      Purpose Although mobile devices are ubiquitous among employees, their awareness and readiness to use mobile technologies for competence development is still not widespread and therefore requires further exploration. The purpose of this study is to propose a conceptual model based on the unified theory of acceptance and use of technology (UTAUT) to explain the determinants that affect employees’ intention to use mobile devices and software for knowledge transfer during the process of knowledge management. Design/methodology/approach A conceptual model based on the UTAUT with new variables concerning relative usability (RU) and user autonomy (UA) and new connections between the determinants was developed as a result of a subject matter literature review. A structural equation modelling approach was used to validate the model on the basis of data collected via a survey collected from 371 employees from 21 sectors, both public and private. Findings The UTAUT model extended by new variables like RU and UA explains employee acceptance of mobile technologies for knowledge transfer reasonably well. New proposed variables highlighted that the usability of technology compared to other solutions and user autonomy in the selection and the use of applications have the strongest impact on the employees’ intention to use mobile devices and software for knowledge transfer. Research limitations/implications This model explains the 55 per cent behavioral intention of employees to use mobile technologies for knowledge transfer. Even though it is quite high in terms of acceptance theories, some new variables should be explored. Furthermore, study does not verify whether m-learning acceptance for knowledge transfer is sector-specific. Practical implications Mobile technologies used for knowledge transfer by employees should allow for high UA through their ability to select solutions that they find convenient, use of preferred platforms, personalize applications and utilize devices and software in various environments. They should not be simplified and should have the same functionality and efficiency of use as alternative solutions like web and desktop applications, even if additional effort to learn them would be required. Mobile technologies that take into account UA and RU support the process of employees capturing, distributing and effectively using knowledge. Originality/value The elaborated model provides a valuable solution with practical implications for increasing mobile technologies acceptance for knowledge transfer. The study results contribute both to knowledge management and technology acceptance research fields by introducing two new determinants for the acceptance of technologies in knowledge transfer, such as UA and RU with several additional connections between existing UTAUT variables.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:39:20Z
      DOI: 10.1108/JKM-03-2016-0136
       
  • Moderating effects of guanxi and face on the relationship between
           psychological motivation and knowledge-sharing in China
    • Pages: 1077 - 1097
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1077-1097, September 2017.
      Purpose This study aims to investigate how psychological motivations influence the knowledge-sharing intention of employees and how these effects are moderated by traditional Chinese culture. Design/methodology/approach A questionnaire survey was conducted in China to test the research model. The target samples comprised MBA students who have enough practical experience, as well as considerable academic experience. Findings The results suggest that anticipated reciprocal relationships, anticipated extrinsic rewards and sense of self-worth exert different effects on knowledge-sharing intention. In addition, traditional Chinese culture plays different roles in the relationships among these three psychological motivations and knowledge-sharing intention. Specifically, guanxi orientation positively moderates the effect of anticipated reciprocal relationships and negatively moderates the effect of sense of self-worth. Face gaining negatively moderates the effect of anticipated reciprocal relationships and positively moderates the effect of sense of self-worth. Face saving negatively moderates the effect of anticipated reciprocal relationships and sense of self-worth. Originality/value A few studies in extant knowledge management (KM) literature provided insights into how traditional Chinese culture could directly affect knowledge sharing. The authors depart from these studies by integrating these characteristic indigenous concepts (i.e. face and guanxi orientation) into this study. The authors offer an indigenous cultural view of how these indigenous concepts truly influence an individual’s psychological states and inclination in KM literature. Through this approach, the results confirm that these cultural factors do play an important role during the formation of knowledge-sharing intention and reveals several important research findings.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:37:38Z
      DOI: 10.1108/JKM-10-2016-0439
       
  • Ambidexterity of employees: the role of empowerment and knowledge sharing
    • Pages: 1098 - 1119
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1098-1119, September 2017.
      Purpose The aim of this study is to empirically test the link between employee ambidexterity and two supportive organizational cultures, namely, a perceived culture of empowerment and a knowledge-sharing culture. Furthermore, the paper addresses the mechanisms through which these supportive organizational cultures work to enable employees to engage in ambidextrous behaviour. Specifically, the role of intrinsic motivation is investigated. Design/methodology/approach Data were obtained from 136 managers employed in the five main Belgian service sectors. Findings The findings indicate that a perceived culture of empowerment is positively related to intrinsic motivation, which in turn facilitates employee ambidexterity. Also, a moderating effect of extrinsic motivation on employee ambidextrous behaviour is found. At the same time, a perceived knowledge-sharing culture is having no effect on ambidexterity or intrinsic motivation. Research limitations/implications Insights into the roles of individuals in achieving ambidexterity help to advance the theoretical understanding of how a supportive organizational context may enhance employee ambidexterity. Originality/value Despite the growing body of research on antecedents of ambidexterity, there is still lack of thorough understanding of how a supportive organizational context may enhance employee ambidexterity and the roles of individuals in achieving ambidexterity. This is one of the first studies that investigate these factors in relation to individual level ambidexterity (as opposed to organization level ambidexterity).
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:39:07Z
      DOI: 10.1108/JKM-10-2016-0440
       
  • Verifying relationship of knowledge management initiatives and the
           empowerment of human resources
    • Pages: 1120 - 1141
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1120-1141, September 2017.
      Purpose This paper was aimed at investigating the impact of knowledge management (KM) procedures on enriching human resources in Water and Waste Water Company in East Azerbaijan, Iran. Design/methodology/approach The samples used in this study included the employees of Water and Waste Water Company in Tabriz, East Azerbaijan, Iran. A questionnaire was used for collecting data from the employees of the abovementioned company. Its reliability and validity were first examined and checked. Then, Smart partial least squares 2.0 was used for analyzing the structural model. Findings The results acknowledged the validity of the introduced model for enriching human resources. The findings indicated that five variables, namely, kind of knowledge, top managers, information technology, culture and organization of knowledge, have significant impact on enriching human resources. Research limitations/implications It is undoubtable that research studies might have specific limitations which should be pointed out and addressed in future studies. The followings are the major limitations of the study: because the present study was carried out in Water and Wastewater Company in Tabriz, East Azerbaijan, hence, generalizing the findings of this study to other professional contexts and organizations should be made with caution. In fact, the present study need to be replicated in other context to find whether the same or different results are obtained. In other words, different cultural, contextual and professional conditions might result differently from the ones reported here. Inasmuch as the present study was a cross-sectional study and the data were collected via questionnaire, a longitudinal study with a longer observation and investigation might shed more light on the efficacy of KMS in organizations. The present study focused on a specific dependent variable (human resource empowerment) which was explained by different dimensions of an independent variable, i.e. KM. However, the impact and efficacy of KMS can be investigated on other organizational variables and parameters. In this study, due to certain logistic and real-life limitations such as the limited time of the staff members of the target organization, we had to use only one data-collection instrument. Nevertheless, future studies can use data triangulation so as to better capture professional contexts of the study. Furthermore, another limitation of the study is related to the individual variables of the employees which remained untouched. That is, whether employees’ personal, emotional and cognitive variables can modify the impact of KM on human resource empowerment was not investigated in the present study. Practical implications Organizational managers are recommended to provide the background for employees to share their experiences. Organizations should invest on designing and developing patterns and strategic perspectives in human resource empowerment as a key factor toward becoming knowledge-based organizations. Originality/value This paper is one of the few applied studies which acknowledged the relationship between knowledge management initiatives and empowering human resources. It addresses the gap between knowledge management and human resource empowerment.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:38:01Z
      DOI: 10.1108/JKM-10-2016-0435
       
  • Analyzing the relationship between exploration, exploitation and
           organizational innovation
    • Pages: 1142 - 1162
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1142-1162, September 2017.
      Purpose Although most of the literature supports the existence of a substitutive relationship between exploration and exploitation, some authors suggest that this relationship is complementary (ambidexterity), and others argue that there is no relationship. This paper aims to introduce organizational innovation into the analysis and discusses which of these three relationships prevails. Design/methodology/approach Analyses were performed using data from Spanish Technological Innovation Panel for the period 2008-2013. It should be emphasized that the use of panel data is essential in the analysis of the interaction of exploration and exploitation, as exploration only makes sense in the long run. Econometric strategy uses a two-stage selection model, estimated using the Wooldridge’s (1995) consistent estimator for panel data with sample selection. To perform the test, the hypothesis uses the approach of complementarity. Findings The results show that the relationships exploration-organizational innovation and exploitation-organizational innovation are complementary, provided that the analysis is performed on companies that simultaneously carry out exploration and exploitation activities, respectively. This indicates that the achievement of ambidexterity is strongly conditioned by the simultaneous realization of organizational innovations. Practical implications Managers and policymakers should be aware that the simultaneous implementation of exploration and exploitation yields better results when the corresponding organizational innovations are also implemented. Originality/value This paper extends the empirical investigation of the relationship between exploration and exploitation, seen in conjunction with organizational innovation, and using the complementarity approach as a research tool.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:39:01Z
      DOI: 10.1108/JKM-01-2017-0039
       
  • The influence of knowledge absorptive capacity on shared value creation in
           social enterprises
    • Pages: 1163 - 1182
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1163-1182, September 2017.
      Purpose In downturns, social enterprises (SEs) arise as a resilience business model. The authors focus on knowledge absorptive capacity (KAC) as a key dynamic capability to create shared value (SHV). The purpose of this study is to analyze whether it exists a cause-effect relationship between KAC and SHV creation in SEs. Design/methodology/approach The research model relates KAC and SHV creation. SHV creation involves two components: economic value (EV) and social value (SV). The authors argue that KAC has a positive effect on EV and SV creation, considering SV as a mediator variable. The model is tested by means of PLS-SEM. Findings The results reveal the existence of a positive and significant relationship between KAC and SHV creation, as well as the mediating role of SV creation. Research limitations/implications The sample comprises 127 SEs from the Euro-Mediterranean region (euro-region comprising areas from France and Spain), it would be interesting to include other euro-regions in future research. Practical implications The authors confirm KAC as an important antecedent of SHV creation and also that SEs create EV by means of SV, pointing to the existence of direct and indirect effects. This way, confirming the existence of a mediating effect. Originality/value It points the importance of KAC in SEs, something that has not been addressed before by the literature. It also goes beyond performance by considering SHV creation as a measure of SEs’ outcomes, as well as the definition of the variable SHV including not only social related issues but also environmental (green) issues.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:38:15Z
      DOI: 10.1108/JKM-02-2017-0084
       
  • Intellectual capital management and power mobilisation in a seaport
    • Pages: 1183 - 1201
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1183-1201, September 2017.
      Purpose The purpose of this paper is to discuss how the management of collective intellectual capital (CIC) occurs in a seaport through the actions of the network coordinator. Design/methodology/approach A case study was conducted in a seaport, focusing on the actions taken by a network coordinator – a port authority – to develop the seaport’s CIC. The seaport is conceptualised as a meta-organisation, composed by interdependent actors which may possess different interests and different levels of power. Findings Evidence suggests that the mobilisation of different dimensions of power, in both coercive and non-coercive ways, is needed to promote a higher level of collaboration. Indeed, by mobilising non-coercive dimensions of power, the network coordinator can foster a sense of community within the meta-organisation, grounded in a trust-based collective culture that can potentiate collaboration, and thus allow the attainment of a more “sustainable” type of CIC. Research limitations/implications Despite the validity of the interpretations provided by the case study, generalisation of this study should only be conducted in a theoretically framed manner. Practical implications The findings can provide network coordinators with a better understanding of the consequences of using different dimensions of power to leverage its intangible assets and enhance the meta-organisation’s performance. Originality/value The paper focus on the IC management of a specific type of meso-level unit, which possess some particular characteristics of its own: a seaport. Also, the paper aims to fill a gap in literature regarding the management of different dimensions of power and its effects over IC creation.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:37:46Z
      DOI: 10.1108/JKM-01-2017-0043
       
  • Resources and capabilities’ effects on firm performance: what are
           they'
    • Pages: 1202 - 1217
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1202-1217, September 2017.
      Purpose The purpose of this paper is to empirically examine the moderating effect of competitive advantage on the resource value and rareness combination and firm performance. Design/methodology/approach The authors adopted a quantitative research method to achieve the aims of this study. The data collected came from a sample of footwear firms and the hypotheses assessed by multivariate analysis. Findings The findings provide insights into previously inconsistent findings regarding the exploitation of resources and capabilities and contribute to resolving these issues by considering the conditions under which the resource value and rareness combination contributes to firm performance levels and the effects of competitive advantage on this relationship. Interestingly, the authors find that it cannot be inferred that the rarer the resources and capabilities combination, the greater the probability of attaining competitive advantage. Research limitations/implications As limitations, the authors would highlight the fact that the results are specific to one particular industrial sector, and thus not susceptible to the drawing of generalisations as well as the fact that the study does not make recourse to triangulating its methodology (for example, through interviews), which would generate more precise, detailed and objective information. The findings have important managerial implications and the authors close by presenting future research directions. Originality/value This study offers an explanation for previous mixed findings on the relationship between the resource value and rareness combination and firm performance and makes a contribution regarding how such combinations are of great relevance to the organisation and business strategy to turn in better performance levels.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:38:48Z
      DOI: 10.1108/JKM-03-2017-0099
       
  • It is rotating leaders who build the swarm: social network determinants of
           growth for healthcare virtual communities of practice
    • Pages: 1218 - 1239
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1218-1239, September 2017.
      Purpose The purpose of this paper is to identify the factors influencing the growth of healthcare virtual communities of practice (VCoPs) through a seven-year longitudinal study conducted using metrics from social-network and semantic analysis. By studying online communication along the three dimensions of social interactions (connectivity, interactivity and language use), the authors aim to provide VCoP managers with valuable insights to improve the success of their communities. Design/methodology/approach Communications over a period of seven years (April 2008 to April 2015) and between 14,000 members of 16 different healthcare VCoPs coexisting on the same web platform were analysed. Multilevel regression models were used to reveal the main determinants of community growth over time. Independent variables were derived from social network and semantic analysis measures. Findings Results show that structural and content-based variables predict the growth of the community. Progressively, more people will join a community if its structure is more centralised, leaders are more dynamic (they rotate more) and the language used in the posts is less complex. Research limitations/implications The available data set included one Web platform and a limited number of control variables. To consolidate the findings of the present study, the experiment should be replicated on other healthcare VCoPs. Originality/value The study provides useful recommendations for setting up and nurturing the growth of professional communities, considering, at the same time, the interaction patterns among the community members, the dynamic evolution of these interactions and the use of language. New analytical tools are presented, together with the use of innovative interaction metrics, that can significantly influence community growth, such as rotating leadership.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:37:06Z
      DOI: 10.1108/JKM-11-2016-0504
       
  • Knowledge transfer from business schools to business organizations: the
           roles absorptive capacity, learning motivation, acquired knowledge and job
           autonomy
    • Pages: 1240 - 1253
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1240-1253, September 2017.
      Purpose The purpose of this paper is to investigate the impacts of absorptive capacity, learning motivation and acquired knowledge on knowledge transfer from business schools to business organizations, as it has been realized that in-service training business students can serve as a channel as well as a source in this type of knowledge transfer. The study also examines the mixed moderating role of job autonomy in the relationship between acquired knowledge and knowledge transfer. Design/methodology/approach A sample of 344 in-service training business students in Vietnam was surveyed to collect data. Confirmatory factor analysis was used to validate the measures, and structural equation modeling was used to test the hypotheses. Findings The findings reveal that absorptive capacity positively affects acquired knowledge but it does not have an effect on knowledge transfer. Learning motivation, however, has positive effects on both acquired knowledge and knowledge transfer. The findings also indicate that acquired knowledge is a determinant of knowledge transfer. Finally, job autonomy plays the role of a mixed moderator in the relationship between acquired knowledge and knowledge transfer. Practical implications This study signals the participating parties –business schools, business organizations and in-service training business students –that absorptive capacity, learning motivation, acquired knowledge and job autonomy are critical to the transfer of knowledge from business schools to business organizations. Originality/value This study contributes to the literature on university-to-industry knowledge transfer by providing empirical evidence for key determinants of knowledge transfer from business schools to business organizations through a new channel of knowledge transfer – in-service training business students.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:37:56Z
      DOI: 10.1108/JKM-08-2016-0349
       
  • An investigation of factors affecting knowledge sharing amongst UK
           academics
    • Pages: 1254 - 1271
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1254-1271, September 2017.
      Purpose The purpose of this paper is to construct and investigate relationships between knowledge-sharing factors, attitude and the intention to share of UK academics, as research on knowledge sharing in higher education is extremely sparse. Design/methodology/approach A research model and hypotheses were constructed from individual and organisational factors that were identified to affect knowledge sharing. Questionnaire data were obtained from 367 academics concerning their attitude and intention towards knowledge sharing. This was then used in a two-stage structural equation modelling approach where the measurement model was used for confirmatory factor analysis. The structural model was used to measure and test the hypothesised relationships. Findings Findings indicate that, in general, individual beliefs amongst academics were more influential on their knowledge-sharing attitudes than organisational culture. Furthermore, leadership was the most influential factor within the overall organisational culture whereas autonomy demonstrated the weakest relationship. Belief in the possibility of rewards through associations was found to be a highly significant individual factor. The relationship between attitude and intention was relatively weak although still statistically significant. Originality/value The research demonstrates that management should ensure that departmental leaders promote knowledge sharing and that valued rewards are linked to sharing within the department.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:38:32Z
      DOI: 10.1108/JKM-07-2016-0274
       
  • Knowledge transfer in international asymmetric alliances: the key role of
           translation, artifacts, and proximity
    • Pages: 1272 - 1291
      Abstract: Journal of Knowledge Management, Volume 21, Issue 5, Page 1272-1291, September 2017.
      Purpose The purpose of this paper is to analyze the issue of knowledge transfer in the context of international asymmetric alliances. The objective is mainly to identify the barriers that can impede the knowledge transfer between asymmetric partners and to analyze the solutions adopted to overcome these barriers. Design/methodology/approach The authors use a qualitative study involving six cases of asymmetric alliances between Tunisian small-and-medium enterprises (SMEs) and European multinational corporations (MNCs). Findings The results of this research highlight a set of obstacles related to the context of asymmetric alliance itself and the nature of knowledge transferred by partners. The study emphasizes the importance of translation using artefacts by both partners and proximity with its geographical, organizational and technological dimensions to overcome these obstacles. Research limitations/implications The investigation of knowledge transfer in asymmetric alliances was based on the role played by only three proximity dimensions (geographical, organizational and technological), while other factors, such as institutional, social and cultural issues, were not considered. Indeed, future research may take these variables into account in studying solutions to overcome knowledge-transfer barriers in asymmetric alliances. Practical implications The paper calls the attention of asymmetric alliance managers to the importance of translation to perform work processes, facilitate knowledge transfer and overcome linguistic barriers. Managers should use virtual artefacts to reduce the constraints resulting from their geographical remoteness and to strengthen cooperation. Further, reinforcing geographical, organizational and technological proximity between partners involved in an international alliance is essential to facilitate knowledge transfer, essentially of tacit knowledge, and to accelerate innovation. Originality/value This study emphasizes the importance of the simultaneous role of artefacts, translation and proximity in overcoming obstacles related to the asymmetric alliance itself and the nature of knowledge transferred by partners. The results shed light on the issue of knowledge generation in asymmetric alliances.
      Citation: Journal of Knowledge Management
      PubDate: 2017-10-04T10:37:21Z
      DOI: 10.1108/JKM-11-2016-0501
       
 
 
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