Bridging Innovation Gaps: A Case Study on Inter-Organisational Knowledge Sharing Facilitated by a University Research Team

Kód výsledku v IS VaVaI

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Výsledek na webu

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DOI - Digital Object Identifier

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Jazyk výsledku

angličtina

Název v původním jazyce

Bridging Innovation Gaps: A Case Study on Inter-Organisational Knowledge Sharing Facilitated by a University Research Team

Popis výsledku v původním jazyce

In today&apos;s fast-paced and dynamic business environment, innovation stands out as a critical determinant of competitiveness. To foster innovation, organizations often focus on knowledge sharing as a means to cultivate creative solutions and learn from the experiences of others. While previous research has extensively explored knowledge sharing within organizational boundaries and supply chains, this paper seeks to explore inter-organisational knowledge sharing, particularly knowledge exchange between organizations from different fields. Such sharing might be effective particularly if focused on processes that are not directly linked to the value chain, but are so-called secondary ones, such as data management and human resource management. In the context of the triple helix model, universities and their research teams emerge as pivotal entities capable of supporting and facilitating inter-organisational knowledge sharing. The primary objective of this paper is to present a compelling case study wherein a university research team assumes the role of a catalyst, fostering knowledge sharing not only between the university and firms but also among diverse organizations.The techniques used for mutual knowledge exchange and described in this study revolves around two innovative concepts: sharing workshops and sharing excursions. Sharing workshops serve as interactive forums where representatives from various sectors engage with the research team and each other to discuss ongoing research topics. These workshops provide a platform for collaborative dialogue, enabling the seamless exchange of ideas and experiences.On the other hand, sharing excursions leverage a structural group discussion, with the research team acting as organizers and moderators. Collaborating with a chosen organization, the team invites representatives from other entities to participate in a field trip. During this excursion, participants not only gain insights into the hosting organization&apos;s internal knowledge-sharing practices but also actively engage in discussions facilitated by a variant of the Balint Group discussion. This structured exchange fosters a deeper understanding of the chosen topic and facilitates the cross-pollination of ideas and experiences among participants.The symbiotic relationship between university research teams and participating organizations yields substantial benefits for all involved parties. The research team becomes actively involved in practical issues relevant to the industry, gaining access to new data and valuable feedback on their work. This engagement serves to enhance the motivation of the scientific team, as they witness the tangible impact of their research in the practical realm.Simultaneously, organizations participating in these initiatives glean fresh insights and recognize the value of collaborating with universities. The reciprocal nature of the relationship ensures a continuous flow of knowledge, where both academia and industry contribute to and benefit from the shared learning experience. As a result, this collaborative approach emerges as a strategic enabler for organizations seeking to stay ahead in the innovation curve, emphasizing the transformative power of inter-organisational knowledge sharing facilitated by university research teams.In conclusion, this paper offers a comprehensive exploration of the potential of inter-organisational knowledge sharing, shedding light on the innovative practices of sharing workshops and sharing excursions as effective tools for translating knowledge into dynamic innovation processes. The presented case study provides valuable insights for academia and industry practitioners, emphasizing the importance of collaborative initiatives in fostering a culture of innovation.

Název v anglickém jazyce

Bridging Innovation Gaps: A Case Study on Inter-Organisational Knowledge Sharing Facilitated by a University Research Team

Popis výsledku anglicky

In today&apos;s fast-paced and dynamic business environment, innovation stands out as a critical determinant of competitiveness. To foster innovation, organizations often focus on knowledge sharing as a means to cultivate creative solutions and learn from the experiences of others. While previous research has extensively explored knowledge sharing within organizational boundaries and supply chains, this paper seeks to explore inter-organisational knowledge sharing, particularly knowledge exchange between organizations from different fields. Such sharing might be effective particularly if focused on processes that are not directly linked to the value chain, but are so-called secondary ones, such as data management and human resource management. In the context of the triple helix model, universities and their research teams emerge as pivotal entities capable of supporting and facilitating inter-organisational knowledge sharing. The primary objective of this paper is to present a compelling case study wherein a university research team assumes the role of a catalyst, fostering knowledge sharing not only between the university and firms but also among diverse organizations.The techniques used for mutual knowledge exchange and described in this study revolves around two innovative concepts: sharing workshops and sharing excursions. Sharing workshops serve as interactive forums where representatives from various sectors engage with the research team and each other to discuss ongoing research topics. These workshops provide a platform for collaborative dialogue, enabling the seamless exchange of ideas and experiences.On the other hand, sharing excursions leverage a structural group discussion, with the research team acting as organizers and moderators. Collaborating with a chosen organization, the team invites representatives from other entities to participate in a field trip. During this excursion, participants not only gain insights into the hosting organization&apos;s internal knowledge-sharing practices but also actively engage in discussions facilitated by a variant of the Balint Group discussion. This structured exchange fosters a deeper understanding of the chosen topic and facilitates the cross-pollination of ideas and experiences among participants.The symbiotic relationship between university research teams and participating organizations yields substantial benefits for all involved parties. The research team becomes actively involved in practical issues relevant to the industry, gaining access to new data and valuable feedback on their work. This engagement serves to enhance the motivation of the scientific team, as they witness the tangible impact of their research in the practical realm.Simultaneously, organizations participating in these initiatives glean fresh insights and recognize the value of collaborating with universities. The reciprocal nature of the relationship ensures a continuous flow of knowledge, where both academia and industry contribute to and benefit from the shared learning experience. As a result, this collaborative approach emerges as a strategic enabler for organizations seeking to stay ahead in the innovation curve, emphasizing the transformative power of inter-organisational knowledge sharing facilitated by university research teams.In conclusion, this paper offers a comprehensive exploration of the potential of inter-organisational knowledge sharing, shedding light on the innovative practices of sharing workshops and sharing excursions as effective tools for translating knowledge into dynamic innovation processes. The presented case study provides valuable insights for academia and industry practitioners, emphasizing the importance of collaborative initiatives in fostering a culture of innovation.

Druh

D - Stať ve sborníku

CEP obor

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OECD FORD obor

50204 - Business and management

Projekt

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Návaznosti

I - Institucionalni podpora na dlouhodoby koncepcni rozvoj vyzkumne organizace

Rok uplatnění

2024

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název statě ve sborníku

Proceedings IFKAD 2024 Translating Knowledge into Innovation Dynamics

ISBN

978-88-96687-17-8

ISSN

2280-787X

e-ISSN

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Počet stran výsledku

11

Strana od-do

862-872

Název nakladatele

Arts for Business Ltd

Místo vydání

Londýn

Místo konání akce

Madrid

Datum konání akce

12. 6. 2024

Typ akce podle státní příslušnosti

EUR - Evropská akce

Kód UT WoS článku

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