Knowledge intermediation strategies: a dynamic capability perspective

Managing assets and skills: the key to a sustainable competitive advantage

Namatié Traoré, Nabil Amara and Khalil Rhaiem

Industrial and Corporate Change, 2021, vol. 30, issue 1, 49-74

Abstract: This study investigates (i) differences in knowledge intermediation strategies among knowledge and technology transfer organizations (KTTOs) and (ii) the factors that explain such differences. It uses data from 212 Canadian KTTOs. When knowledge delivery capacity (KDC) and knowledge integration capacity (KIC) dimensions of knowledge intermediation are simultaneously accounted for, four categories of KTTOs emerge, namely, (1) knowledge stores; (2) knowledge match providers; (3) knowledge integrators; and (4) knowledge brokers. This heterogeneity results in a differentiation in KTTOs' service delivery strategies. Factors that are conducive to custom-made solutions include (i) increased innovativeness; (ii) higher absorptive capacity; (iii) stronger information search and storage capabilities; (iv) effective customer knowledge management (CKM); and (v) increased networking capabilities. Larger knowledge intermediaries suffer from internal organizational stickiness that prevents them from delivering custom-made services. KTTOs with a low degree of formalization and centralization in decision-making are likely to adopt intermediation strategies aimed at reaching the largest possible number of users. Some managerial and public policy implications are drawn.

JEL-codes: C25 I23 L24 O32 O33 (search for similar items in EconPapers)
Date: 2021
References: Add references at CitEc
Citations: View citations in EconPapers (3)

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