<p> </p><p> </p><p> </p><p> </p><p> </p><p><strong>Abstract</strong></p><p><strong>Problem: </strong>The desire for development in less privileged countries like Uganda has created the need for the privileged countries like Sweden to embark on external knowledge transfer through different projects, as one of the objectives to achieve development. However, some factors tend to limit the success of this external knowledge transfer process.<strong> </strong></p><p><strong>Purpose: </strong>The purpose of this research is to find out the factors that lead to the barriers and limitations of knowledge transfer in development projects. Since there are differences in objectives between nonprofit and profit making projects, the research is also aimed at highlighting the extent to which the affecting factors hinder the achievement of objectives and goals. <strong> </strong></p><p><strong>Method: </strong>Qualitative methods were used in this research. Telephone interviews were conducted after sending questionnaires to four respondents from different organizations that were actively involved in the projects. In order to have balanced results, two respondents each from Uganda and Sweden were interviewed. Trustworthiness and ethical issues were put into consideration while conducting the interviews, in a bid to create a desirable atmosphere for conducting the study.<strong> </strong></p><p><strong>Result: </strong>External knowledge transfer is affected by factors like culture, individual factors, and knowledge management factors. Apart from the mentioned factors, research found that instead of organizational factors that would affect profit making projects to a greater extent, factors like the political will, ownership and local needs are the ones that affect development projects.</p><p><strong>Conclusion: </strong>The factors that affect the external knowledge transfer process are to a greater extent human, and are controllable. In development projects, the recipient country should identify the needs that would initiate the external knowledge transfer process. Most of the affecting factors would be controlled through building of relationships and strong ties, local ownership, and political considerations. All this put into consideration, external knowledge transfer between developed and developing countries stand a high chance to succeed.</p><p> </p><p> </p><p> </p><p> </p>

<p>Date: 2008-06-04</p><p>Course: EIK 034 Masters Thesis</p><p>Authors: Laxmi Rao & Zarina Osmonalieva</p><p>Tutor: Ole Liljefors</p><p>Title: Which factors facilitate the management of external knowledge?</p><p>Introduction: Today more and more organisations are realising that handling internal and external knowledge is a key issue for successful performance. Different theories describe the importance of this topic, for instance, Porter’s Five Forces model and Hedman & Kalling’s General Business Model demonstrate how organizations are strongly influenced by external forces. Hedman & Kalling’s model particularly demonstrates that organizations need to have the competence, capability and resources to effectively manage external knowledge in order to increase their competitiveness and develop and improve their long term survival.</p><p>Purpose: Nicholas Carr highlights that for the past decade organizational investment in IT and IS has reached nearly 50% of capital expenditure, while the organizations see little or no performance improvement as a result of this investment. While IT systems are good at storing and retrieving information, the success of the systems heavily relies on the quality of the external and internal knowledge used both during development and usage. A deeper awareness of factors which facilitate the management of external knowledge is relevant to IT managers (indeed all managers) as it will help to facilitate the development and implementation of information systems and technology which are designed to facilitate knowledge management in organisations.</p><p>Methodology: In the thesis factors related to effective management of external knowledge are identified and described. The General Business Model was used as a tool to identify and categorize the literature review into key themes.</p><p>Conclusions One of the findings is that most published research focuses on factors internal to organizations such as activities and resources and there are few papers dealing with external factors for knowledge management. It was also found that literature which focussed on external factors mainly focused on the role of individuals as resources who cross the boundary of the organization in order to acquire and diffuse the external knowledge. In general the topic of external knowledge management is not studied in a holistic way. The acquisition and diffusion processes have been investigated as separate, but not as the whole process.</p>

Abstract Problem: The desire for development in less privileged countries like Uganda has created the need for the privileged countries like Sweden to embark on external knowledge transfer through different projects, as one of the objectives to achieve development. However, some factors tend to limit the success of this external knowledge transfer process. Purpose: The purpose of this research is to find out the factors that lead to the barriers and limitations of knowledge transfer in development projects. Since there are differences in objectives between nonprofit and profit making projects, the research is also aimed at highlighting the extent to which the affecting factors hinder the achievement of objectives and goals. Method: Qualitative methods were used in this research. Telephone interviews were conducted after sending questionnaires to four respondents from different organizations that were actively involved in the projects. In order to have balanced results, two respondents each from Uganda and Sweden were interviewed. Trustworthiness and ethical issues were put into consideration while conducting the interviews, in a bid to create a desirable atmosphere for conducting the study. Result: External knowledge transfer is affected by factors like culture, individual factors, and knowledge management factors. Apart from the mentioned factors, research found that instead of organizational factors that would affect profit making projects to a greater extent, factors like the political will, ownership and local needs are the ones that affect development projects. Conclusion: The factors that affect the external knowledge transfer process are to a greater extent human, and are controllable. In development projects, the recipient country should identify the needs that would initiate the external knowledge transfer process. Most of the affecting factors would be controlled through building of relationships and strong ties, local ownership, and political considerations. All this put into consideration, external knowledge transfer between developed and developing countries stand a high chance to succeed.

Date: 2008-06-04 Course: EIK 034 Masters Thesis Authors: Laxmi Rao &amp; Zarina Osmonalieva Tutor: Ole Liljefors Title: Which factors facilitate the management of external knowledge? Introduction: Today more and more organisations are realising that handling internal and external knowledge is a key issue for successful performance. Different theories describe the importance of this topic, for instance, Porter’s Five Forces model and Hedman &amp; Kalling’s General Business Model demonstrate how organizations are strongly influenced by external forces. Hedman &amp; Kalling’s model particularly demonstrates that organizations need to have the competence, capability and resources to effectively manage external knowledge in order to increase their competitiveness and develop and improve their long term survival. Purpose: Nicholas Carr highlights that for the past decade organizational investment in IT and IS has reached nearly 50% of capital expenditure, while the organizations see little or no performance improvement as a result of this investment. While IT systems are good at storing and retrieving information, the success of the systems heavily relies on the quality of the external and internal knowledge used both during development and usage. A deeper awareness of factors which facilitate the management of external knowledge is relevant to IT managers (indeed all managers) as it will help to facilitate the development and implementation of information systems and technology which are designed to facilitate knowledge management in organisations. Methodology: In the thesis factors related to effective management of external knowledge are identified and described. The General Business Model was used as a tool to identify and categorize the literature review into key themes. Conclusions One of the findings is that most published research focuses on factors internal to organizations such as activities and resources and there are few papers dealing with external factors for knowledge management. It was also found that literature which focussed on external factors mainly focused on the role of individuals as resources who cross the boundary of the organization in order to acquire and diffuse the external knowledge. In general the topic of external knowledge management is not studied in a holistic way. The acquisition and diffusion processes have been investigated as separate, but not as the whole process.

京都大学 / 新制・課程博士 / 博士(情報学) / 甲第25422号 / 情博第860号 / 新制||情||144(附属図書館) / 京都大学大学院情報学研究科知能情報学専攻 / (主査)特定教授 黒橋 禎夫, 教授 河原 達也, 教授 西田 眞也 / 学位規則第4条第1項該当 / Doctor of Informatics / Kyoto University / DFAM

External knowledge sourcing is not only an integral practice within knowledge management, its successful facilitation through leadership has a pressing importance for companies in order to stay innovative and thus competitive in an economic environment, shaped by the dominant and continuous influence of globalization and the increasingly fast pace of technological innovation. Hereby, only limited research has been conducted in the relation between knowledge-oriented leadership, knowledge management, and innovation.This thesis is contextualized in the scientific discourse which concerns itself with the role of individual attitudes towards external knowledge sourcing, as well as the facilitating role of leadership towards changing individual attitudes. This thesis is, furthermore, also contextualized within the concepts of open innovation and absorptive capacity, which, respectively, are consequences of the spatial effects of globalization and the temporal effects of the fast pace of technological innovation.Research Question: Facing the challenges of globalization and the fast-changing pace of technology, what patterns between employee’s attitudes towards external knowledge acquisition and employee’s perceived leadership behaviors can be observed within tech companies in Sweden?In order to answer the proposed research question, we conducted a qualitative research including nine semi-structured interviews with employees with a technical background in tech companies in Sweden, ranging from small to large companies and with local to multinational operations.Our main findings represent a generally positive attitude towards external knowledge sourcing within our research scope, which relates with high levels of transformational leadership. Still, we were not able to explore the existence of knowledge-oriented leadership.This thesis contributes to the body of knowledge management, innovation, and leadership research, as it provides a first look into previously identified research gaps, namely the impact of knowledge-oriented leadership and knowledge management on open innovation (Naqshbandi & Jasimuddin, 2018) and the missing connection of the three separate bodies: leadership, knowledge management, and innovation (Donate & de Pablo, 2015)

Involving customers in the creation and design process of new products and services has been dis-cussed in practice and research since the early 1980’s. As one of the first researchers, von Hippel (1986) shed light on the concept of Lead Users, a group of users who are able to provide most accu-rate data on future needs for organizations. Subsequently, many scholars emphasized different areas of contribution for customers and how they provide assistance to the process of innovation. First of all, customers may contribute to product innovation (Cooper & Kleinschmidt, 1987; Driessen & Hillebrand, 2013; Füller & Matzler, 2007; Gruner & Homburg, 2000; Sawhney, Verona, & Prandelli, 2005; Snow, Fjeldstad, Lettl, & Miles, 2011; Yang & Rui, 2009) and service innovation (Abecassis-Moedas, Ben Mahmoud-Jouini, Dell’Era, Manceau, & Verganti, 2012; Alam, 2002; Chesbrough, 2011; Larbig-Wüst, 2010; Magnusson, 2003; Paton & Mclaughlin, 2008; Shang, Lin, & Wu, 2009; Silpakit & Fisk, 1985), e.g., by co-creating values (Prahalad & Ramaswamy, 2004), such as concepts or designs as well as reviewing and testing them throughout the stages of the process of innovation. From the customers’ point of view, being involved in innovation processes and becoming a part of the organ-ization is a desire of an increasing number of them. Customers are demanding more individual and more tailored products. They are increasingly knowledgeable and capable of designing and produc-ing their own products and services. Due to the fact that their influence on product development is positively related to the quality of the new product (Sethi, 2000), more and more organizations appreciate them as innovation actors and are willing to pay them for their input. Today, customers are not only involved in the qualification of products (Callon, Méadel, & Rabeharisoa, 2002; Callon & Muniesa, 2005; Grabher, Ibert, & Flohr, 2009) but also allowed to customize and evaluate them on the path to innovation (Franke & Piller, 2004; Piller & Walcher, 2006; von Hippel & Katz, 2002; von Hippel, 2001). Moreover, there is an abundance of studies that stress the customers’ influence on effectiveness (de Luca & Atuahene-Gima, 2007; Kleinschmidt & Cooper, 1991; Kristensson, Matthing, & Johansson, 2008; Still, Huhtamäki, Isomursu, Lahti, & Koskela-Huotari, 2012) and risk (Bayer & Maier, 2006; Enkel, Kausch, & Gassmann, 2005; Enkel, Perez-Freije, & Gassmann, 2005). While the latter comprises the risk of customer integration as well as the customers’ influence on market risks, e.g., during new product development, studies on effectiveness are mostly concerned with customer-orientation and products/services in line with customers’ expectations (Atuahene-Gima, 1996, 2003; Fuchs & Schreier, 2011). The accompanying change in understanding became known as open innovation (OI; first coined by Chesbrough in 2003) and represents a paradigm shift, where organizations switch their focus from internally generated innovation (i.e., ideation, in-house R&D, etc.) toward external knowledge and open innovation processes, thus, allowing them to integrate external ideas and actors, i.e. custom-ers (Chesbrough, 2006) and other external stakeholders (Laursen & Salter, 2006). Since then, OI has been identified as a success factor for increasing customer satisfaction (Füller, Hutter, & Faullant, 2011; Greer & Lei, 2012) and growing revenues (Faems, De Visser, Andries, & van Looy, 2010; Mette, Moser, & Fridgen, 2013; Spithoven, Frantzen, & Clarysse, 2010). In addition to that, by open-ing their doors to external experts and knowledge workers (Kang & Kang, 2009), organizations cope with shorter innovation cycles, rising R&D costs, and the shortage of resources (Gassmann & Enkel, 2004). Parallel to the paradigm shift in innovation, another shift has taken place in information and com-munication technologies (Kietzmann, Hermkens, McCarthy, & Silvestre, 2011). Only a few years ago, when customer integration was still very costly, companies had to fly in customers, provide facilities onsite, permanently assign employees to such activities, and incentivise each task execut-ed by customers. Today, emerging technologies (subsumed under the term ‘social software’) help integrating customers or other external stakeholders, who are increasingly familiar with the such technologies from personal usage experience (Cook, 2008), and grant them access from all over the world in a 24/7 fashion. Examples include blogging tools, social networking systems, or wikis. These technologies help organizations to access customer knowledge, facilitate the collaboration with customers (Culnan, McHugh, & Zubillaga, 2010; Piller & Vossen, 2012) at reduced costs and allow them to address a much larger audience (Kaplan & Haenlein, 2010). On the other hand, customers can now express their needs in a more direct way to organizations. However, each technology or application category may present a completely different benefit to the process of innovation or parts of it and, thus, the innovation itself. Reflecting these developments, organizations need to know two things: how can they exploit the customers’ knowledge for innovation purposes and how may the implementation of social soft-ware support this. Hence, this research addresses the integration of customers in organizational innovation, i.e. new product development. It addresses how and why firms activate customers for innovation and which contribution customers provide to the process of innovation. Additionally, it investigates which tasks customers may take over in open innovations projects and which strategies organiza-tions may choose to do so. It also addresses which social software application supports each task best and how organizations may select the most suitable application out of a rapidly growing num-ber of alternatives. The nature of this research is recommendatory and aims at designing a solution for organizations that are interested in the potential contribution of customers during innovation, already involve customers in innovation tasks or plan to do so. Following the recommendations of this research should result in a more effective organizational exploitation of customer knowledge and their workforce and, thus, a value added to innovation and the outcomes of the process of innovation, e.g., a product that better fits the customers’ expectations and demands or consequently a better adoption of the product by the customer.

Involving customers in the creation and design process of new products and services has been dis-cussed in practice and research since the early 1980’s. As one of the first researchers, von Hippel (1986) shed light on the concept of Lead Users, a group of users who are able to provide most accu-rate data on future needs for organizations. Subsequently, many scholars emphasized different areas of contribution for customers and how they provide assistance to the process of innovation. First of all, customers may contribute to product innovation (Cooper & Kleinschmidt, 1987; Driessen & Hillebrand, 2013; Füller & Matzler, 2007; Gruner & Homburg, 2000; Sawhney, Verona, & Prandelli, 2005; Snow, Fjeldstad, Lettl, & Miles, 2011; Yang & Rui, 2009) and service innovation (Abecassis-Moedas, Ben Mahmoud-Jouini, Dell’Era, Manceau, & Verganti, 2012; Alam, 2002; Chesbrough, 2011; Larbig-Wüst, 2010; Magnusson, 2003; Paton & Mclaughlin, 2008; Shang, Lin, & Wu, 2009; Silpakit & Fisk, 1985), e.g., by co-creating values (Prahalad & Ramaswamy, 2004), such as concepts or designs as well as reviewing and testing them throughout the stages of the process of innovation. From the customers’ point of view, being involved in innovation processes and becoming a part of the organ-ization is a desire of an increasing number of them. Customers are demanding more individual and more tailored products. They are increasingly knowledgeable and capable of designing and produc-ing their own products and services. Due to the fact that their influence on product development is positively related to the quality of the new product (Sethi, 2000), more and more organizations appreciate them as innovation actors and are willing to pay them for their input. Today, customers are not only involved in the qualification of products (Callon, Méadel, & Rabeharisoa, 2002; Callon & Muniesa, 2005; Grabher, Ibert, & Flohr, 2009) but also allowed to customize and evaluate them on the path to innovation (Franke & Piller, 2004; Piller & Walcher, 2006; von Hippel & Katz, 2002; von Hippel, 2001). Moreover, there is an abundance of studies that stress the customers’ influence on effectiveness (de Luca & Atuahene-Gima, 2007; Kleinschmidt & Cooper, 1991; Kristensson, Matthing, & Johansson, 2008; Still, Huhtamäki, Isomursu, Lahti, & Koskela-Huotari, 2012) and risk (Bayer & Maier, 2006; Enkel, Kausch, & Gassmann, 2005; Enkel, Perez-Freije, & Gassmann, 2005). While the latter comprises the risk of customer integration as well as the customers’ influence on market risks, e.g., during new product development, studies on effectiveness are mostly concerned with customer-orientation and products/services in line with customers’ expectations (Atuahene-Gima, 1996, 2003; Fuchs & Schreier, 2011). The accompanying change in understanding became known as open innovation (OI; first coined by Chesbrough in 2003) and represents a paradigm shift, where organizations switch their focus from internally generated innovation (i.e., ideation, in-house R&D, etc.) toward external knowledge and open innovation processes, thus, allowing them to integrate external ideas and actors, i.e. custom-ers (Chesbrough, 2006) and other external stakeholders (Laursen & Salter, 2006). Since then, OI has been identified as a success factor for increasing customer satisfaction (Füller, Hutter, & Faullant, 2011; Greer & Lei, 2012) and growing revenues (Faems, De Visser, Andries, & van Looy, 2010; Mette, Moser, & Fridgen, 2013; Spithoven, Frantzen, & Clarysse, 2010). In addition to that, by open-ing their doors to external experts and knowledge workers (Kang & Kang, 2009), organizations cope with shorter innovation cycles, rising R&D costs, and the shortage of resources (Gassmann & Enkel, 2004). Parallel to the paradigm shift in innovation, another shift has taken place in information and com-munication technologies (Kietzmann, Hermkens, McCarthy, & Silvestre, 2011). Only a few years ago, when customer integration was still very costly, companies had to fly in customers, provide facilities onsite, permanently assign employees to such activities, and incentivise each task execut-ed by customers. Today, emerging technologies (subsumed under the term ‘social software’) help integrating customers or other external stakeholders, who are increasingly familiar with the such technologies from personal usage experience (Cook, 2008), and grant them access from all over the world in a 24/7 fashion. Examples include blogging tools, social networking systems, or wikis. These technologies help organizations to access customer knowledge, facilitate the collaboration with customers (Culnan, McHugh, & Zubillaga, 2010; Piller & Vossen, 2012) at reduced costs and allow them to address a much larger audience (Kaplan & Haenlein, 2010). On the other hand, customers can now express their needs in a more direct way to organizations. However, each technology or application category may present a completely different benefit to the process of innovation or parts of it and, thus, the innovation itself. Reflecting these developments, organizations need to know two things: how can they exploit the customers’ knowledge for innovation purposes and how may the implementation of social soft-ware support this. Hence, this research addresses the integration of customers in organizational innovation, i.e. new product development. It addresses how and why firms activate customers for innovation and which contribution customers provide to the process of innovation. Additionally, it investigates which tasks customers may take over in open innovations projects and which strategies organiza-tions may choose to do so. It also addresses which social software application supports each task best and how organizations may select the most suitable application out of a rapidly growing num-ber of alternatives. The nature of this research is recommendatory and aims at designing a solution for organizations that are interested in the potential contribution of customers during innovation, already involve customers in innovation tasks or plan to do so. Following the recommendations of this research should result in a more effective organizational exploitation of customer knowledge and their workforce and, thus, a value added to innovation and the outcomes of the process of innovation, e.g., a product that better fits the customers’ expectations and demands or consequently a better adoption of the product by the customer.:1 Introduction 2 Theoretical foundation 3 Research areas and focal points 4 Research aims and questions 5 Methods 6 Findings 7 Conclusion References Essay 1: The Role of External Knowledge in Open Innovation – A Systematic Review of Literature Essay 2: External Knowledge in Organisational Innovation – Toward an Integration Concept Essay 3: Idea Mining – Text Mining Supported Knowledge Management for Innovation Purposes Essay 4: How do Tasks and Technology fit? – Bringing Order to the Open Innovation Chaos