Home > Research > Publications & Outputs > Management learning in business networks

Research

Associated organisational unit

Electronic data

  • MLQ_13_0049_V3

    Rights statement: The final, definitive version of this article has been published in the Journal, Management Learning, 46 (3), 2015, © SAGE Publications Ltd, 2015 by SAGE Publications Ltd at the Management Learning page: http://mlq.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/

    Accepted author manuscript, 315 KB, PDF document

    Available under license: CC BY: Creative Commons Attribution 4.0 International License

Links

Text available via DOI:

Keywords

View graph of relations

Management learning in business networks: the process and the effects

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

Published

Standard

Management learning in business networks: the process and the effects. / Liu, Rebecca.
In: Management Learning, Vol. 46, No. 3, 07.2015, p. 337-360.

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

Harvard

Liu, R 2015, 'Management learning in business networks: the process and the effects', Management Learning, vol. 46, no. 3, pp. 337-360. https://doi.org/10.1177/1350507614537019

APA

Liu, R. (2015). Management learning in business networks: the process and the effects. Management Learning, 46(3), 337-360. https://doi.org/10.1177/1350507614537019

Vancouver

Liu R. Management learning in business networks: the process and the effects. Management Learning. 2015 Jul;46(3):337-360. Epub 2014 Jun 13. doi: 10.1177/1350507614537019

Author

Liu, Rebecca. / Management learning in business networks : the process and the effects. In: Management Learning. 2015 ; Vol. 46, No. 3. pp. 337-360.

Bibtex

@article{196a5e69bf3e4eb29532f296e596c84e,
title = "Management learning in business networks: the process and the effects",
abstract = "This article studies the process of firm learning in business networks and its impact on new product development. It argues that prior work offers little insight into how learning actually takes place in network collaboration, and so poses the open question of whether learning through business networks does accelerate new product development. The article begins by clarifying important learning concepts. It then documents how these concepts evolve across organisational boundaries and projects and also over time. It also shows how companies apply the skills of dialogue, articulation and experience for knowledge transfer and how they engage in articulation and pollination for knowledge cross-transformation. However, despite being able to document these processes, this study is unable to unequivocally link knowledge transfer with new product development efficiency and conclude that the latter is enhanced by knowledge cross-transformation. This article contributes to a theoretical inter-organisational learning model in business networks and suggests improved ways for management learning.",
keywords = "Business networks, collaboration, firm learning, knowledge cross-transformation, knowledge transfer",
author = "Rebecca Liu",
note = "The final, definitive version of this article has been published in the Journal, Management Learning, 46 (3), 2015, {\textcopyright} SAGE Publications Ltd, 2015 by SAGE Publications Ltd at the Management Learning page: http://mlq.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/ No evidence of acceptance available as it was sent to the authors former institution.",
year = "2015",
month = jul,
doi = "10.1177/1350507614537019",
language = "English",
volume = "46",
pages = "337--360",
journal = "Management Learning",
issn = "1350-5076",
publisher = "SAGE Publications Ltd",
number = "3",

}

RIS

TY - JOUR

T1 - Management learning in business networks

T2 - the process and the effects

AU - Liu, Rebecca

N1 - The final, definitive version of this article has been published in the Journal, Management Learning, 46 (3), 2015, © SAGE Publications Ltd, 2015 by SAGE Publications Ltd at the Management Learning page: http://mlq.sagepub.com/ on SAGE Journals Online: http://online.sagepub.com/ No evidence of acceptance available as it was sent to the authors former institution.

PY - 2015/7

Y1 - 2015/7

N2 - This article studies the process of firm learning in business networks and its impact on new product development. It argues that prior work offers little insight into how learning actually takes place in network collaboration, and so poses the open question of whether learning through business networks does accelerate new product development. The article begins by clarifying important learning concepts. It then documents how these concepts evolve across organisational boundaries and projects and also over time. It also shows how companies apply the skills of dialogue, articulation and experience for knowledge transfer and how they engage in articulation and pollination for knowledge cross-transformation. However, despite being able to document these processes, this study is unable to unequivocally link knowledge transfer with new product development efficiency and conclude that the latter is enhanced by knowledge cross-transformation. This article contributes to a theoretical inter-organisational learning model in business networks and suggests improved ways for management learning.

AB - This article studies the process of firm learning in business networks and its impact on new product development. It argues that prior work offers little insight into how learning actually takes place in network collaboration, and so poses the open question of whether learning through business networks does accelerate new product development. The article begins by clarifying important learning concepts. It then documents how these concepts evolve across organisational boundaries and projects and also over time. It also shows how companies apply the skills of dialogue, articulation and experience for knowledge transfer and how they engage in articulation and pollination for knowledge cross-transformation. However, despite being able to document these processes, this study is unable to unequivocally link knowledge transfer with new product development efficiency and conclude that the latter is enhanced by knowledge cross-transformation. This article contributes to a theoretical inter-organisational learning model in business networks and suggests improved ways for management learning.

KW - Business networks

KW - collaboration

KW - firm learning

KW - knowledge cross-transformation

KW - knowledge transfer

U2 - 10.1177/1350507614537019

DO - 10.1177/1350507614537019

M3 - Journal article

VL - 46

SP - 337

EP - 360

JO - Management Learning

JF - Management Learning

SN - 1350-5076

IS - 3

ER -