Pellegrini, Massimiliano Matteo, Caputo, Andrea and Matthews, Lee
(2019)
Knowledge Transfer within relationship portfolios: The Creation of Knowledge Recombination Rents.
Business Process Management Journal, 25
(1).
pp. 202-218.
ISSN 1463-7154
Full content URL: https://doi.org/10.1108/BPMJ-06-2017-0171
Knowledge Transfer within relationship portfolios: The Creation of Knowledge Recombination Rents | | ![[img]](http://eprints.lincoln.ac.uk/32118/1.hassmallThumbnailVersion/2018_BPMJ_Knowledge%20Transfer%20within%20relationship%20portfolios_Pellegrini%20Caputo%20Matthews.pdf) [Download] |
|
![[img]](http://eprints.lincoln.ac.uk/32118/1.hassmallThumbnailVersion/2018_BPMJ_Knowledge%20Transfer%20within%20relationship%20portfolios_Pellegrini%20Caputo%20Matthews.pdf)  Preview |
|
PDF
2018_BPMJ_Knowledge Transfer within relationship portfolios_Pellegrini Caputo Matthews.pdf
- Whole Document
330kB |
Item Type: | Article |
---|
Item Status: | Live Archive |
---|
Abstract
Purpose: The purpose of this article is to clarify the underdeveloped conceptualization of a particular type network rents, defined as knowledge recombination rents, related to the possibility for a firm to transfer and recombine knowledge within and across its portfolio of inter-organizational relationships.
Design/methodology/approach: Adopting a contingency approach, we develop a comprehensive model with propositions drawn from an original synthesis of the extant literature on the management of inter-organizational relationships.
Findings: We summarize the most important internal and external variables that explain how knowledge recombination rents arise within a firm’s portfolio of inter-organizational relationships. We create a seven-proposition model that considers: an “internal fit”, related to internal contingencies of the firm, specifically life stage and its strategy; an “external fit”, related to external contingencies of the network of the firm, specifically past experience and current portfolio structure.
Research limitations/implications: The model is theory-driven. Future research is needed to empirically validate the propositions, especially in different industries and contexts.
Practical implications: Our model, beyond the fact of being theoretically sounded, is also completely practical oriented. Indeed, we developed a comprehensive model articulated in seven propositions which relationship managers can easily use to analyze and manage their portfolios of inter-organizational relationships.
Originality/value: Our model allows us to assert that the value of an inter-organizational relationship is not fixed nor just related to the single dyadic interaction; rather before engaging with a relationship is crucial to ponder possible benefits and harms. This is the central element in our contribution that develops an easy-to-use and comprehensive model based on best practices.
Repository Staff Only: item control page