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Leveraging knowledge based resources: the role of contracts

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Leveraging knowledge based resources: the role of contracts. / Mouzas, S; Ford, D.

In: Journal of Business Research, Vol. 65, No. 2, 02.2012, p. 153-161.

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Mouzas, S & Ford, D 2012, 'Leveraging knowledge based resources: the role of contracts', Journal of Business Research, vol. 65, no. 2, pp. 153-161. https://doi.org/10.1016/j.jbusres.2011.05.015

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Mouzas, S ; Ford, D. / Leveraging knowledge based resources: the role of contracts. In: Journal of Business Research. 2012 ; Vol. 65, No. 2. pp. 153-161.

Bibtex

@article{a04b1e294faa4611ba43e8c87b52eba9,
title = "Leveraging knowledge based resources: the role of contracts",
abstract = "Every firm faces the challenge of leveraging valuable resources in the form of the intellectual assets, knowhow and expertise of itself and others around it. They can only achieve this through interaction with other idiosyncratically capable firms. But through interaction, resources, activities and actors themselves evolve in relation to each other. In this situation of complex business interaction and uncertainty, the conditions under which the respective knowledge and expertise can be leveraged often need to be expressed and manifested as joint consent between the involved parties. Designing an agreed platform for using knowledge-based resources of others poses a real challenge for many companies because the knowledge that firms need to access is inherently indeterminate and continually evolving. This study addresses this issue by investigating the role of contracts in leveraging knowledge-based resources. The study builds on an interactive view of resource leveraging in general and on ideas on knowledge-based resources in particular (H{\aa}kansson et al.,2009). The paper reports on empirical research conducted between 2003 and 2007 that examined real-world contracts in manufacturer–retailer networks. The study draws conclusions on the role of contracts inleveraging knowledge-based resources and more widely on the dialectic nature of resource transformation.",
keywords = "Knowledge, contracts, interaction, networks, resources",
author = "S Mouzas and D Ford",
year = "2012",
month = feb,
doi = "10.1016/j.jbusres.2011.05.015",
language = "English",
volume = "65",
pages = "153--161",
journal = "Journal of Business Research",
issn = "0148-2963",
publisher = "Elsevier Inc.",
number = "2",

}

RIS

TY - JOUR

T1 - Leveraging knowledge based resources: the role of contracts

AU - Mouzas, S

AU - Ford, D

PY - 2012/2

Y1 - 2012/2

N2 - Every firm faces the challenge of leveraging valuable resources in the form of the intellectual assets, knowhow and expertise of itself and others around it. They can only achieve this through interaction with other idiosyncratically capable firms. But through interaction, resources, activities and actors themselves evolve in relation to each other. In this situation of complex business interaction and uncertainty, the conditions under which the respective knowledge and expertise can be leveraged often need to be expressed and manifested as joint consent between the involved parties. Designing an agreed platform for using knowledge-based resources of others poses a real challenge for many companies because the knowledge that firms need to access is inherently indeterminate and continually evolving. This study addresses this issue by investigating the role of contracts in leveraging knowledge-based resources. The study builds on an interactive view of resource leveraging in general and on ideas on knowledge-based resources in particular (Håkansson et al.,2009). The paper reports on empirical research conducted between 2003 and 2007 that examined real-world contracts in manufacturer–retailer networks. The study draws conclusions on the role of contracts inleveraging knowledge-based resources and more widely on the dialectic nature of resource transformation.

AB - Every firm faces the challenge of leveraging valuable resources in the form of the intellectual assets, knowhow and expertise of itself and others around it. They can only achieve this through interaction with other idiosyncratically capable firms. But through interaction, resources, activities and actors themselves evolve in relation to each other. In this situation of complex business interaction and uncertainty, the conditions under which the respective knowledge and expertise can be leveraged often need to be expressed and manifested as joint consent between the involved parties. Designing an agreed platform for using knowledge-based resources of others poses a real challenge for many companies because the knowledge that firms need to access is inherently indeterminate and continually evolving. This study addresses this issue by investigating the role of contracts in leveraging knowledge-based resources. The study builds on an interactive view of resource leveraging in general and on ideas on knowledge-based resources in particular (Håkansson et al.,2009). The paper reports on empirical research conducted between 2003 and 2007 that examined real-world contracts in manufacturer–retailer networks. The study draws conclusions on the role of contracts inleveraging knowledge-based resources and more widely on the dialectic nature of resource transformation.

KW - Knowledge

KW - contracts

KW - interaction

KW - networks

KW - resources

U2 - 10.1016/j.jbusres.2011.05.015

DO - 10.1016/j.jbusres.2011.05.015

M3 - Journal article

VL - 65

SP - 153

EP - 161

JO - Journal of Business Research

JF - Journal of Business Research

SN - 0148-2963

IS - 2

ER -