Sustaining organisational innovation and learning through external knowledge
Source: International Journal of Innovation and Learning, Volume 7, Number 1, 30 November 2009 , pp. 85-99(15)
Publisher: Inderscience Publishers
Abstract:This research is on external knowledge or knowledge to be transferred from an external source. It focuses on identifying technical knowledge subjects for Small‐ and Medium‐sized Enterprises (SMEs) operating in the automotive industry. Five considerably successful SMEs participated in the research. Top executives from these SMEs and staff from the Department of Industrial Promotion (DIP) under the Ministry of Industry, Thailand and Thailand Productivity Institute (TPI) took part in the interviews and discussions. Twenty external knowledge subjects transferred to participating SMEs over the span of three organisational life‐cycle stages: start‐up, growth and maturity. The aims of external knowledge are to minimise process variations, improve performance levels and sustain improvement in the three stages. In addition, it appears that gurus (as a transferring agent) are widely used during the start‐up stage, while there are more roles from coaches and mentors when moving towards the maturity stage. The findings and interpretations are useful to SMEs and relevant public agencies. Finally, the limitations and shortcomings are discussed.
Document Type: Research Article
Publication date: November 30, 2009
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