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Knowledge acquisition strategies and company performance in young high technology companies

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Knowledge acquisition strategies and company performance in young high technology companies. / Friesl, M.
In: British Journal of Management, Vol. 23, No. 3, 09.2012, p. 325-343.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Friesl, M 2012, 'Knowledge acquisition strategies and company performance in young high technology companies', British Journal of Management, vol. 23, no. 3, pp. 325-343. https://doi.org/10.1111/j.1467-8551.2011.00742.x

APA

Friesl, M. (2012). Knowledge acquisition strategies and company performance in young high technology companies. British Journal of Management, 23(3), 325-343. https://doi.org/10.1111/j.1467-8551.2011.00742.x

Vancouver

Friesl M. Knowledge acquisition strategies and company performance in young high technology companies. British Journal of Management. 2012 Sept;23(3):325-343. doi: 10.1111/j.1467-8551.2011.00742.x

Author

Friesl, M. / Knowledge acquisition strategies and company performance in young high technology companies. In: British Journal of Management. 2012 ; Vol. 23, No. 3. pp. 325-343.

Bibtex

@article{f19ea3d0bef34d0e8013fceeefe662bf,
title = "Knowledge acquisition strategies and company performance in young high technology companies",
abstract = "Research on knowledge strategies argues that the configuration of activities used by companies to acquire new and leverage existing knowledge is an important influencing factor of company performance. However, we do not know very much about how companies actually structure knowledge acquisition. In addition, we do not know which configurations of knowledge acquisition are conducive to company performance. Furthermore, knowledge strategies have largely been neglected in the context of young and entrepreneurial companies. Drawing on an explorative analysis of quantitative and qualitative data, we investigate strategies and activities for knowledge acquisition in the context of young biotechnology companies in Germany. The study reveals four distinct knowledge acquisition strategies (low key, mid range, focus and explorer) and shows that these strategies differ in their relation to company performance as a result of their configuration of knowledge acquisition activities and the type of knowledge acquired.",
keywords = "Knowledge-based theory of the firm, Knowledge Acquisition, Knowledge Strategy, Young Companies",
author = "M Friesl",
year = "2012",
month = sep,
doi = "10.1111/j.1467-8551.2011.00742.x",
language = "English",
volume = "23",
pages = "325--343",
journal = "British Journal of Management",
issn = "1045-3172",
publisher = "Blackwell Publishing Ltd",
number = "3",

}

RIS

TY - JOUR

T1 - Knowledge acquisition strategies and company performance in young high technology companies

AU - Friesl, M

PY - 2012/9

Y1 - 2012/9

N2 - Research on knowledge strategies argues that the configuration of activities used by companies to acquire new and leverage existing knowledge is an important influencing factor of company performance. However, we do not know very much about how companies actually structure knowledge acquisition. In addition, we do not know which configurations of knowledge acquisition are conducive to company performance. Furthermore, knowledge strategies have largely been neglected in the context of young and entrepreneurial companies. Drawing on an explorative analysis of quantitative and qualitative data, we investigate strategies and activities for knowledge acquisition in the context of young biotechnology companies in Germany. The study reveals four distinct knowledge acquisition strategies (low key, mid range, focus and explorer) and shows that these strategies differ in their relation to company performance as a result of their configuration of knowledge acquisition activities and the type of knowledge acquired.

AB - Research on knowledge strategies argues that the configuration of activities used by companies to acquire new and leverage existing knowledge is an important influencing factor of company performance. However, we do not know very much about how companies actually structure knowledge acquisition. In addition, we do not know which configurations of knowledge acquisition are conducive to company performance. Furthermore, knowledge strategies have largely been neglected in the context of young and entrepreneurial companies. Drawing on an explorative analysis of quantitative and qualitative data, we investigate strategies and activities for knowledge acquisition in the context of young biotechnology companies in Germany. The study reveals four distinct knowledge acquisition strategies (low key, mid range, focus and explorer) and shows that these strategies differ in their relation to company performance as a result of their configuration of knowledge acquisition activities and the type of knowledge acquired.

KW - Knowledge-based theory of the firm

KW - Knowledge Acquisition

KW - Knowledge Strategy

KW - Young Companies

U2 - 10.1111/j.1467-8551.2011.00742.x

DO - 10.1111/j.1467-8551.2011.00742.x

M3 - Journal article

VL - 23

SP - 325

EP - 343

JO - British Journal of Management

JF - British Journal of Management

SN - 1045-3172

IS - 3

ER -