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Purpose – The purpose of the research is to increase the understanding of how insufficient information sharing between internal stakeholders can be mitigated during new product development projects. Two research questions were formulated to conduct answers to the purpose.  Why is it crucial to mitigate insufficient information sharing between internal stakeholders during new product development projects? How can potential challenges during new product development projects be mitigated through information sharing between internal stakeholders? Method – To create an understanding of information sharing a literature review was conducted, which formed the foundation of the theoretical framework. Through a case study at SAAB Training & Simulation, interviews were used as the main source for empirical data. Document studies and observations were used to triangulate the findings. The collected data and theoretical framework were analyzed and discussed to propose improvements. Findings – The research findings indicate that an insufficient information flow can cause several challenges related to deadlines, profit and how information is interpreted. It should therefore be a prioritization for an organization to constantly improve how information is shared between internal stakeholders during new product development projects. Additionally, the research analysis suggests that organizations’ need to allocate more time for educational opportunities. Implications – The research highlighted a new perspective on previous research within the area. Through the research analysis statements and theories made by other researchers were further strengthened. The research suggests ways of improving information sharing between internal stakeholders. The result can be used by other industrial organizations working with new product development projects to improve their information sharing to mitigate challenges connected to insufficient information sharing. Limitations – Due to the complexity of information sharing within new product development projects, the research was limited to one case company. Additionally, mainly managers were interviewed which posed a risk that the collected data only provided an overview rather than a deep insight in the processes of sharing information between internal stakeholders. If the authors were to use several organizations and conduct more interviews, the results could increase the credibility and generalizability of the research.

Diese Veröffentlichung fasst Ergebnisse des EU-Projektes "protransfer" zusammen. Aufbauend auf der Formulierung eines Leitbildes zur grenzüberschreitenden Zusammenarbeit von Transferakteuren werden deren notwendige Kompetenzen abgeleitet und Inhalte für entsprechende Qualifizierungsmodule aufbereitet.

„Wissensmanagement ist eine Herausforderung für alle Unternehmen, welche in der Wissensgesellschaft überleben und ihre Wettbewerbsposition ausbauen wollen“ ([Pro12] 1). Vor diesem Hintergrund scheint insbesondere der Austausch und Transfer von Wissen ein hohes Wettbewerbspotenzial aufzuweisen und gestaltungsbezogen eine hohe Relevanz zu haben (vgl. [Leh14] 5 f., 13 ff.; [Krc95] 24 ff.), während klassische Kostensenkungsmaßnahmen weitgehend ausgereizt scheinen (vgl. [Nor11] 1 f.). Die Weitergabe von wertgenerierendem Wissen in Unternehmen ist jedoch mit Barrieren verbunden, die stark auf Egoismen und Hemmnissen beruhen, und die es zu überwinden gilt. Der nachfolgende Beitrag zeigt reinterpretiert die wichtigsten Ergebnisse einer im Rahmen einer Dissertation erfolgten empirischen Untersuchung zur Überwindung von Barrieren im Wissenstransfer auf und leitet daraus Handlungsempfehlungen für die Praxis ab [Sch13].

Alla typer av organisationer är beroende av den kunskap dess medlemmar besitter, samtidigt som kunskap för företag har kommit att bli allt mer av ett konkurrensmedel. För att en organisation ska kunna behålla kunskap krävs att det finns såväl en metod för att förmedla kunskap mellan medlemmar som för att behålla kunskap när medlemmar lämnar organisationen. Ett sätt att öka kunskapsutbytet har varit att organisera arbetet i team. Det är dock inte undersökt i vilken utsträckning teamarbete även bidrar till att kunskap behålls inom organisationer. Studien genomför en serie kvalitativa intervjuer med medlemmar i en organisation som i hög grad arbetar teambaserat, för att försöka kartlägga såväl hur kunskap utbyts som hur den stannar kvar. Det konstateras att nivåerna av kunskapsutbyte är störst i delar av organisationen som utgörs av team, samt att mycket av kunskapen som förmedlas också stannar kvar i organisationen. Det är därför rimligt att anta att höga nivåer av kunskapsförmedling leder till ett mer välutvecklat organisatoriskt minne och att team som arbetssätt därmed också har en positiv inverkan på minnet. Vidare forskning behövs dock om vilka andra variabler utöver arbetssätt som kan påverka det organisatoriska minnets uppbyggnad.

Background and Purpose: In the past years, Corporate Venture Capital (CVC) investments have substantially gained relevance. Corporations engage in this practice to reap strategic benefits that are usually only associated with entrepreneurial ventures and thereby drive innovation. While the success of CVC investments is undisputed, scholars have failed to provide a full description of the process that leads to the creation of strategic value for corporations. Therefore, we want to investigate the strategic value creation process in CVC and build a comprehensive framework thereof. The research question is thus: What is the process through which corporations create strategic value in CVC investments? Methodology: In line with pragmatism, we chose the methods best suited to answer the research question: Primary data will be obtained in face to face interviews with key individuals involved in the strategic value creation process in Husqvarna Group Ventures. Following methods from Morse (1994) and Alvesson & Kärreman (2011), we then analyse the data in a dialogue with our frame of reference. After the identification of a breakdown, an unexpected result that cannot be explained by current academia, we continue to build the framework applying two interpretive repertoires. To do so, we combine our findings with the fragmented existing literature to depict the strategic value creation process. Findings: We find that scholars have overlooked the complexity of the knowledge transfer, which is an integral part of strategic value creation. The CVC unit cannot directly access knowledge in their portfolio firms; instead, an active and involved effort needs to be made by the corporate to create learning opportunities, which can then be transformed into strategic value. The key to accessing knowledge can be found in what we call the knowledge sharing mechanism: An intricate interplay of relationships between the CVC unit and the portfolio firm. We find that corporates significantly commit to activities to build an environment that facilitates voluntary, reciprocal knowledge sharing. Conclusion: Business units must establish and maintain interpersonal relationships with their portfolio firms to meet corporate objectives of innovation and strategic value creation through CVC. The relationship acts a channel for the knowledge transfer, and by extension, as an enabler of strategic value creation. We fill a gap in the existing literature and provide an all-encompassing framework depicting the strategic value creation process of CVC investments with a focus on the relationships between the CVC unit and the portfolio firm. Researchers have neglected this aspect until now.

The purpose of this case study is to research the project members' experience regarding knowledge transfer. As a researching method a qualitative study was conducted by applying thematic analysis. A sample consisting of nine project members at a municipality in Sweden were chosen. including project office manager, project manager and project participants. The result indicates that no one is working on knowledge transfer in a systematic way and more time is requested for reflection and participation. The knowledge transfer that does exist, is carried out mainly through the project members’ initiative. It therefor indicates that ultimately knowledge transfer isn’t prioritized and hasn’t been stated by management. In addition, the result shows that there are thoughts about further developing the work on knowledge transfer but where there are no concrete thoughts yet on how the work should be concreteized. Other findings that emerged from the report were that the municipality has two different control models for project management and that project culture is a subject which could be interesting for further studies.

Companies that engage in captive offshoring activities as part of their strategic decisions, experience “known and unknown” hidden costs during its implementation influencing a firm’s performance. In this sense, analyzing the hidden costs of the knowledge transfer from different managerial levels and perspectives contributes to conceptualize and enrich the OS literature from the experience of a case study. The purpose of this thesis is to explore the hidden costs in the knowledge transfer as part of the OS implementation from a multi-level managerial perspective. This research has a qualitative methodology and as a research strategy the authors choose interviews that were performed online. The interviews consists of 8 managers from different levels. The findings show that managers from different levels have identified key aspects of the “known and unknown” hidden costs in the knowledge transfer within the micro-level during the OS implementation towards improving outcomes expectations. Communication has been found as a critical factor for the knowledge flow representing the main constraint of an efficient transfer of tacit knowledge in which international projects are influenced by high cultural, language gaps, and geographical distance. Unknown hidden cost was reflected in an unexpected high turnover and limited time frame.

The importance of knowledge transfer inside organizations is an undisputable fact, which got the attention of managers in recent decades. One of the most important reasons that make the knowledge transfer a compulsory task is the danger of its loss. Storytelling in any of its forms, including movie script writing, facilitates knowledge transfer by the use of its potency in representing different information’s component and interrelationships between them. But using movies and movie-scripts in organizations as a knowledge management tool is not as easy as it sounds. There are some issues that should be considered, otherwise the result will not be as good as expected or can even have negative effects on the audience. Based on a search that we have done, we noticed the lack of a comprehensive research which tackles these issues from both knowledge management and scriptwriting perspectives, and provides practical solutions for them. In this thesis we introduce a set of guidelines to inspire knowledge managers or screenwriters who are supposed to write a movie script for transferring knowledge inside organizations. These guidelines may facilitate this process by guiding them to foresee and prevent the issues and solve the problems which may occur. For achieving this goal, we first did a comprehensive literature review and developed a set of guidelines. Then we applied the resulted guidelines on a case. Finally, we evaluated them by utilizing method triangulation. We asked experts' opinions about the applicability and efficiency of the guidelines, tested the clarity and understandability of them, and tested the performance of a movie script which we wrote for the case. The result of the evaluations was pretty satisfying. The knowledge management and screenwriting experts gave us positive comments about efficiency of the guidelines. The managers, who we consulted, found this set of guidelines applicable in real situations. The clarity and understandability test returned an average of 75.58% positive results, which shows that the user of the set of guidelines can read and understand it easily. Finally the test of the movie-script, which we wrote for a real case according to the guidelines, resulted in an average of 85% correct answers. It shows that we were successful in transferring the knowledge, which was embedded in the movie-script, to the recipients. The experts’ opinion and test results indicate that these guidelines are clear, understandable, applicable, and may efficiently facilitate the process of screenwriting for transferring knowledge inside organizations. It can increase the benefits that organizations make from investing in film production by the purpose of transferring knowledge internally.

The importance of knowledge transfer inside organizations is an undisputable fact, which got the attention of managers in recent decades. One of the most important reasons that make the knowledge transfer a compulsory task is the danger of its loss. Storytelling in any of its forms, including movie script writing, facilitates knowledge transfer by the use of its potency in representing different information’s component and interrelationships between them. But using movies and movie-scripts in organizations as a knowledge management tool is not as easy as it sounds. There are some issues that should be considered, otherwise the result will not be as good as expected or can even have negative effects on the audience. Based on a search that we have done, we noticed the lack of a comprehensive research which tackles these issues from both knowledge management and scriptwriting perspectives, and provides practical solutions for them. In this thesis we introduce a set of guidelines to inspire knowledge managers or screenwriters who are supposed to write a movie script for transferring knowledge inside organizations. These guidelines may facilitate this process by guiding them to foresee and prevent the issues and solve the problems which may occur.For achieving this goal, we first did a comprehensive literature review and developed a set of guidelines. Then we applied the resulted guidelines on a case. Finally, we evaluated them by utilizing method triangulation. We asked experts' opinions about the applicability and efficiency of the guidelines, tested the clarity and understandability of them, and tested the performance of a movie script which we wrote for the case. The result of the evaluations was pretty satisfying. The knowledge management and screenwriting experts gave us positive comments about efficiency of the guidelines. The managers, who we consulted, found this set of guidelines applicable in real situations. The clarity and understandability test returned an average of 75.58% positive results, which shows that the user of the set of guidelines can read and understand it easily. Finally the test of the movie-script, which we wrote for a real case according to the guidelines, resulted in an average of 85% correct answers. It shows that we were successful in transferring the knowledge, which was embedded in the movie-script, to the recipients. The experts’ opinion and test results indicate that these guidelines are clear, understandable, applicable, and may efficiently facilitate the process of screenwriting for transferring knowledge inside organizations. It can increase the benefits that organizations make from investing in film production by the purpose of transferring knowledge internally.