Fredrik Tell

Inter-project learning: processes and outcomes of knowledge codification in project-based firms

In this paper, we argue that the literature on knowledge codification has been overly concerned with the economic properties of its outcomes, neglecting the importance of its underlying learning processes. Following Zollo and Winter [Organisation Science, 2001, in press], the paper distinguishes three learning processes: experience accumulation, knowledge articulation and knowledge codification and suggests a framework to analyse the learning abilities of project-based firms. We propose that mechanisms for inter-project learning draw upon these learning processes and can be found at various levels of the project-based firm. Using empirical evidence from six case studies, we discern three empirical patterns, that we defined learning landscapes, of such mechanisms. Implications for the literature and practice of knowledge codification are discussed.

Exploring the dynamics of knowledge integration : Acting and interacting in project teams

This article investigates knowledge integration in product development projects. While much previous literature draws attention to the need for clearly specified goals, extensive knowledge sharing and close face-to-face interaction for activity and knowledge integration, alternative explanations are offered. The findings highlight the integrative capacity of individuals’ experience and tacit foreknowledge of the stacker artefact, as well as the complementary role of meetings and ad hoc problem solving. The article proposes an iterative model of the individual/collective dynamics involved and calls attention to its economizing potential. More generally, it provides an example of how the issue of knowledge integration may be reformulated into a dynamic perspective, recognizing the intergenerational learning benefits that accrue. The conclusions extend the argument of Zollo and Winter by showing how different task-related learning mechanisms may be combined and obtain their integrative capacity within an iterative process.

Making Sense of Learning Landscapes in Project-Based Organizations

Management of knowledge in project environments is a unique text that brings together contributions from leading academic practitioners, to demonstrate how the management of knowledge can lead to p ...

What do organizations know? Dynamics of justification contexts in R&D activities

This article suggests a framework for analysing organizational knowledge as a process of justification in different contexts. Drawing upon philosophy, it identifies four principal contexts for justification, implying four different knowledge types: objective knowledge, subjective knowledge, personal knowledge and institutional knowledge. The article provides empirical illustrations of these knowledge types and the justification processes involved from various studies of activities in R&D and engineering. The article contributes to the literature on organizational knowledge in several respects. First, it provides a pluralistic analysis of the concept of knowledge without resorting to an ‘anything goes’ approach. Second, the account of organizational knowledge focuses not on its inherent properties, but rather on the justification context for knowledge claims. Third, organizational knowledge is analysed in a weak sense, where justification contexts both inside and outside the organization play an important role in the dynamics of organizational knowledge. Fourth, the article questions simplified tacit/codified knowledge dichotomies, for example suggesting that more research in organizational knowledge should be refocused towards understanding subjective and institutional knowledge.

Open to a Select Few? Matching Partners and Knowledge Content for Open Innovation Performance

The purpose of the paper is to illuminate the costs and benefits of crossing firm boundaries in inbound open innovation (OI) by determining the relationships among partner types, knowledge content and performance. The empirical part of the study is based on a survey of OI collaborations answered by R&D managers in 415 Italian, Finnish and Swedish firms. The results show that the depth of collaboration with different partners (academic/consultants, value chain partners, competitors and firms in other industries) is positively related to innovation performance, whereas the number of different partners and size have negative effects. The main result is that the knowledge content of the collaboration moderates the performance outcomes and the negative impact of having too many different kinds of partners. This illustrates how successful firms use selective collaboration strategies characterized by linking explorative and exploitative knowledge content to specific partners, to leverage the benefits and limit the costs of knowledge boundary crossing processes.

Strategy and Capabilities in the P-form Corporation: Linking Strategic Direction with Organizational Capabilities

There has been a growing interest in the field of strategic management to understand the relationship between the organizational capabilities of firms and (a) the direction of strategies pursued and (b) the impact on competitive performance. Much of this literature has been influenced by the resource-based view of the firm. As indicated in early formulations of this theory, one implication is that the organization of resources is equally important as the resources themselves. Accordingly, the organizational and integration of resources and knowledge can be viewed as a core facet of the organizational capabilities of firms that are difficult to imitate for competitors. This paper explores a particular kind of organization referred to as the “P-form corporation” (Project-Form), its organizational capabilities and options for strategic alternatives. The chapter addresses three broad questions: (1) What are the main characteristics of P-form corporations? (2) What are the capabilities acquired and developed by P-form corporations and how are these acquired? (3) How do these capabilities vary across different strategic alternatives in the P-form corporation? The chapter concludes with a discussion about the implications for strategy and management.

Do technology strategies matter? A comparison of two electrical engineering corporations, 1988-1998

In order to reap competitive advantage from innovation, a firms technology activities should square with its technology strategy – but how do technology strategies relate to activities and financial performance in relevant business areas? This paper investigates this question by means of a comparison between two leading firms in the electrical engineering industry: ABB and General Electric. We show that substantial performance differences between these companies in the power generation field are related to differences in their espoused technology strategies (as indicated by statements in annual reports) and technology activities (as indicated by patenting) and the degree of alignment between these.

Managing near decomposability in complex platform development projects

Product Platforms are understood as the sharing of common and underlying technological assets from which a number of derivative products can be produced. The large number and character of technological interdependences give rise to system complexities, implying that product platforms can be managed as nearly decomposable system. We study the managerial implications of such complexity in a telecommunications platform enhancement project. We find that managing near decomposability requires the ability to provide feed-back and feed-forward information, relating to the implementation and planning activities of such a project and that this required output can be provided through the process of aggregation.

GN Store Nord: A company in transition

large, still cooperative company can be tied to the opening years of the twentieth century when the Norwegian dairy sector experienced a short period as net-exporter of dairy products. Considering dairy export, Asle Rønning presents the story behind a number of Norwegian specialities: ‘brown cheese’ from goat milk and the successful development of Jarlsberg cheese, highlighted out as a flagship. This part of the book speaks primarily to the function as a representative jubilee book. Yet another subject perspective is given by Trond Bergh, who explains the history of Norwegian dairying with regard to organizations. Bergh introduces the readers of Melkens pris to discussions, actors, positions and decisions all parts of a process of structural rationalization. During this process, milk producers saw extremely smallscale local structures transformed and distances increase. Moreover, the rural population experienced how a former combination of countryside movement and state regulation now became one single company, focusing the market. Both TINE and the authors can be pleased with outcome and contribution of the book. Potential readers of Melkens pris are interested in relations between food, agriculture and regional politics, for which the Norwegian example offers excellent opportunities. Moreover, the contributions of Espeli, Berg and Rønning is interesting with regard to cooperative organizations; building up as well as reshaping. The discussion about the influences from the Second World War is another motive for reading. The writing confirms the strategy to create a large, nationwide company and, in addition, takes a piece of postwar history to court. The road away from closed market and an awkward, war-related history, to a more open market, is well mirrored through this history of cooperatives, structural changes and Jarlsberg cheese. Finally, Melkens pris widens our understanding of the Scandinavian food sector in general and the dairy sector in particular.

Epilogue: Acquiring information and integrating knowledge in New Product Development projects

Changes in the competitive landscape enforce new requirements on information acquisition and knowledge integration for firms competing on innovation. This paper outlines some challenges for NPD pro ...