A qualitative exploration of entrepreneurial knowledge transfers

Abstract

Purpose

This research seeks to explore the transfer and sharing of knowledge in entrepreneurial product development (EPD).

Design/methodology/approach

The effects of organizational complexity and of the temporal locus of learning on knowledge sharing are closely examined through a qualitative case study of four projects in a mid‐size manufacturing firm.

Findings

Distinguishing between the prior and resulting shared knowledge, this paper uses case studies to establish the importance of learning‐before‐doing over learning‐by‐doing under conditions of entrepreneurial resource constraints.

Research limitations/implications

This paper revisits and extends the Hoopes and Postrel knowledge integration framework to include the mediating effects of organizational complexity and timing of learning on EPD performance in technology‐based firms.

Practical implications

In order to better capture the impact of knowledge sharing on EPD, the paper also develops a method for measuring knowledge transfer directly in terms of three knowledge dimensions: depth, scope, and action.

Originality/value

The paper revisits and advances the conversation on knowledge sharing to highlight the importance of learning before doing in (entrepreneurial) firms facing resource constraints, where pure reliance on “on the job learning” may impede efficiencies and delay the absorption of knowledge for effective collaboration, integration and gains.

Citation

Burns, A.T., Acar, W. and Datta, P. (2011), "A qualitative exploration of entrepreneurial knowledge transfers", Journal of Knowledge Management, Vol. 15 No. 2, pp. 270-298. https://doi.org/10.1108/13673271111119691