Knowledge integration and competitiveness: A longitudinal study of an industry cluster

Connell, J; Voola, R

Knowledge integration and competitiveness: A longitudinal study of an industry cluster

Connell, J

Voola, R

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Publication Type:: Journal Article
Citation:: Journal of Knowledge Management, 2013, 17 (2), pp. 208 - 225
Issue Date:: 2013-03-01

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Field	Value	Language
dc.contributor.author	Connell, J https://orcid.org/0000-0001-9604-6756	en_US
dc.contributor.author	Voola, R	en_US
dc.date.issued	2013-03-01	en_US
dc.identifier.citation	Journal of Knowledge Management, 2013, 17 (2), pp. 208 - 225	en_US
dc.identifier.issn	1367-3270	en_US
dc.identifier.uri	http://hdl.handle.net/10453/32028
dc.description.abstract	Purpose: This paper aims to examine how - and whether - members of an industry cluster share knowledge through networking as a means to improving competitive advantage and, in particular, whether trust is present in the knowledge-sharing process. Design/methodology/approach: The research involved three surveys utilizing a relationship marketing orientation (RMO) that were conducted at intervals (in 2004, 2008 and 2010) in addition to interviews with key cluster members, which were also conducted over a seven-year period. Findings: Knowledge sharing and integration were found to mediate the relationship between RMO and competitive advantage in 2004 and 2010 but not in 2008. Lower mean scores for trust were also found in 2008. Research limitations/ implications: The limitations are that the respondent numbers were small. It is recommended that one more survey is conducted in 2013 to determine whether the interventions reported here, the recruitment of new cluster staff and the continuing growth of the cluster, influence the comparative results over time. Practical implications: Knowledge sharing and collaboration within industry clusters requires active and discerning facilitation, particularly where new members are concerned. Originality/value: The paper adds value to the current research on industry clusters and knowledge sharing as surveys were conducted over a seven-year period that tracked changes as the cluster grew. The findings highlight the necessity of focusing on member relationships/collaboration during times of growth and change. © Emerald Group Publishing Limited.	en_US
dc.relation.ispartof	Journal of Knowledge Management	en_US
dc.relation.isbasedon	10.1108/13673271311315178	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Knowledge integration and competitiveness: A longitudinal study of an industry cluster	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	17	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	08 Information and Computing Sciences	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	17	en_US

Abstract:

Purpose: This paper aims to examine how - and whether - members of an industry cluster share knowledge through networking as a means to improving competitive advantage and, in particular, whether trust is present in the knowledge-sharing process. Design/methodology/approach: The research involved three surveys utilizing a relationship marketing orientation (RMO) that were conducted at intervals (in 2004, 2008 and 2010) in addition to interviews with key cluster members, which were also conducted over a seven-year period. Findings: Knowledge sharing and integration were found to mediate the relationship between RMO and competitive advantage in 2004 and 2010 but not in 2008. Lower mean scores for trust were also found in 2008. Research limitations/ implications: The limitations are that the respondent numbers were small. It is recommended that one more survey is conducted in 2013 to determine whether the interventions reported here, the recruitment of new cluster staff and the continuing growth of the cluster, influence the comparative results over time. Practical implications: Knowledge sharing and collaboration within industry clusters requires active and discerning facilitation, particularly where new members are concerned. Originality/value: The paper adds value to the current research on industry clusters and knowledge sharing as surveys were conducted over a seven-year period that tracked changes as the cluster grew. The findings highlight the necessity of focusing on member relationships/collaboration during times of growth and change. © Emerald Group Publishing Limited.

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http://hdl.handle.net/10453/32028