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Purpose Openness to external knowledge has recently gained popularity as a means for firms to complement and leverage internal knowledge in the pursuit of innovation outcomes. However, conflicting evidence exists regarding the role of openness in external knowledge acquisition. This paper aims to propose that openness to external knowledge has a nonlinear effect on innovation performance and that this nonlinear relationship is contingent on an ambidextrous knowledge search strategy. Design/methodology/approach Based on original large-scale survey of 246 interfirm collaborations in the high-technology industry, it is found that the impact of openness to external knowledge on innovation performance exhibits an inverted-U shape and that this relationship is affected by an ambidextrous knowledge search strategy. Findings The results indicate that an ambidextrous knowledge strategy that addresses the depth and breadth of external knowledge significantly influences a firm’s ability to derive benefits from increased openness to external knowledge. Empirically, the authors provide an original contribution to high-technology firms by exploring how and why an ambidextrous knowledge strategy can be a critical catalyst spurring innovation performance. Research limitations/implications The research scope is limited to a single industry. Further research could extend the theoretical framework to multiple industries, which may increase the likelihood of innovation theory development. Practical implications The results suggest that firms opening up the boundaries of their innovation activity to engage in external knowledge are able to leverage their in-house innovation to enhance their innovation performance. The authors advocate that in innovation management domains, greater emphasis is needed on how openness to external knowledge has more positive impacts not only on innovation performance but also on innovation implemented management. Originality/value This study is among the first to investigate the ambidextrous knowledge search effect on the external knowledge of high-technology firms. This paper contributes to the theoretical and practical literature concerning openness innovation and knowledge management by reflecting on the ambidextrous knowledge search strategy.

Petricevich and Teece’s (2019) article on the reshaping of globalization raises profound issues on the theory and empirics of international business. The fracture in the world economy between the USA and China is the result of Government policy, but its relationship to rising VUCA (volatility, uncertainty, complexity, and ambiguity) elements in globalization is more complex than simple policy changes. This paper suggests that a reappraisal of theory is required, not least because of the eruption of Covid-19, but that internalization theory is the best source of theoretical restructuring in the face of the new empirical realities facing the global economy.

Purpose Knowledge strategy and its planning are affected by uncertainty and environmental turbulence. This paper aims to discuss these issues and present knowledge strategy planning as an integrated approach for facing these conditions. Design/methodology/approach Based on an extensive survey and an original re-elaboration of the literature, the paper addresses these research questions: What is the meaning of knowledge strategy, and how can it be related to concepts such as strategic thinking, business strategy and knowledge management (KM) in organizations? What are the limitations of a pure rational approach to knowledge strategy in turbulent environments and under uncertainty? and What approaches can be consequently proposed to formulate knowledge strategies? Findings The study provides a critical reading of the current literature. Also, it proposes an integrated approach that sees planning as a continuous effort of learning and adaptation to needs and opportunities that dynamically emerge from daily practices. Research limitations/implications The proposed framework can inspire a new research agenda to detect how knowledge strategies are planned in companies and how they are continuously adapted on the basis of a dialog between rational contributions and perceptions of reality, practical views, intuitions and emotions. This can also inspire a new agenda for company strategists and KM professionals. Originality/value In the literature, little attention has been devoted to knowledge strategy planning. The paper contributes to fill this gap and proposes a new way to see knowledge strategy as an integration of rational thinking and dynamic learning.

The aim of this study was to investigate the development of metacognitive strategy knowledge (MSK) during schooling at the upper secondary education level and to examine its relation with individual student characteristics. This longitudinal study with two measurement points analyzed a sample of students in grades 10 and 11 from 19 schools preparing students for university in Switzerland. The findings showed no development of MSK within a single year of school. Individual differences appeared in the level and the change of MSK over time. Female students as well as students with higher SES displayed higher MSK than male students and students with lower SES at the first measurement point. Furthermore, SES predicted changes in MSK over time. Between learning motivation and MSK as well as self-efficacy and MSK, high correlations were found at t1. Neither learning motivation nor self-efficacy had an effect on the change of MSK over time. The results show that there is still substantial potential for MSK development at the upper secondary education level. Implications for education and further studies are discussed.

This paper explores the relationship between firms' strategies to share knowledge with their innovation system and innovative performance. The empirical analysis showed that many firms designed strategies to share technological knowledge with competitors, and those firms that shared knowledge with their innovation system earned higher innovative performance than firms that did not share knowledge. In addition, firms that interacted with their global innovation system earned higher innovative performance than firms that interacted with only their national innovation system. These results should help managers and researchers understand how to devise technology strategies in globally integrated industries.

An outline of a research program on knowledge progress and strategies for knowledge breakthroughs through time, in two parts: A. An outline of five steps/stages in such processes and studies via a set of cases: 1. the inception of a new finding/discovery; 2. cognitive resistance to the new finding; 3. cognitive acceptance of the new finding but continuing resistance to its practical implementation or behavioural adjustment to it; 4. practical as well as cognitive acceptance; 5. openness (or not) to related further findings. B. Defense of my approach in view of criticism from representatives of new lines of research in what has been called knowledge history.

Purpose Accessing and sharing dispersed knowledge in ecosystems is neither easy nor automatic. In ecosystems, focal firms should purposely create the right conditions and act to deal with dispersed knowledge. This study aims to investigate how focal firms manage dispersed knowledge in ecosystems characterized by a set of autonomous, heterogeneous, yet interdependent actors involved in experimentation under uncertainty. Design/methodology/approach Following a conceptual framework based on preceding literature, this study conducted a broad qualitative case study of 6 firms and 12 projects, with 43 semi-structured interviews to identify the patterns of actions associated with dispersed knowledge management (KM) in ecosystems. This paper combines coding and multiple case comparisons to examine the processes and strategies used by the firms to strategically manage dispersed knowledge in ecosystems. Findings This paper proposes a framework that articulates a new type of orchestration (dispersed knowledge orchestration) and offers a new set of dispersed knowledge strategies (transfer, modularity and circular) for ecosystems. Practical implications Innovation and knowledge managers play the roles of dispersed knowledge orchestrators. The study offers guidance on how focal firms should carefully use a particular set of approaches (e.g. integrative theorization) including a portfolio of dispersed knowledge strategies in ecosystems. Originality/value Current literature on KM and ecosystem management offers a limited understanding of how organizations manage dispersed knowledge in ecosystems. The research provides three major original contributions. First, the framework contributes to broadening the current understanding of ecosystem orchestration by identifying the micro-foundations of dispersed knowledge orchestration: integrative theorization, nurturing distributed sensemaking and a new chapter for ecosystem governance (i.e. dispersed knowledge governance). Moreover, the framework proposes a new type of strategy, the dispersed knowledge strategy. Finally, by exploring the interplay between the micro-foundations of dispersed knowledge orchestration and dispersed knowledge strategy, the results contribute to a multi-level approach in the field.

Purpose This study aims to analyse the complementary role of structural and relational capital (as the outcomes of codification and personalisation knowledge management strategies) in renewal capital and innovation in high- and low-tech companies. Design/methodology/approach The primary data, which were collected through a structured questionnaire from 180 Spanish companies, are analysed using structural equation modelling based on partial least squares. Findings Overall, the study offers three fundamental findings. First, it demonstrates the outstanding role of renewal capital as an intellectual capital (IC) component; second, it provides a conceptual analysis of the connection between knowledge management strategies and IC; and third, it highlights the necessity of considering the technological level of the firm as a contingency variable affecting the IC–innovation relationship. Research limitations/implications The study has three apparent limitations: The sample of firms is restricted to Spanish companies, data concerning the main study variables were collected from only one person at each firm, and not all of the possible components of IC were included in the research model. Practical implications Business practitioners can find useful guidelines for making efficient use of knowledge resources when boosting innovation performance, depending on the technological level of their firms. Originality/value Although many studies have tried to disentangle the IC–innovation connection, this study is unique, as it considers knowledge management strategies, a novel combination of IC components and the level of technological sophistication in the same analysis.

Purpose The characteristics of new public management and new public governance are well known, but their impact on managerial knowledge needs and the implementation of knowledge management in local government remains unclear. The purpose of this paper is to elaborate the key elements of a public organization’s knowledge strategy and shows how knowledge management can support public management. Design/methodology/approach A case study on the application of an action research process was conducted to study how the City of Tampere in Finland aimed to overcome challenges in utilizing performance information by applying the ideas of knowledge management. Findings The study suggests that a holistic knowledge management strategy promotes the use of performance information by providing a systematic management framework for gathering and utilizing the information. Practical implications Four factors appear critical for strategic knowledge management in local government. First, it should be driven by the city’s strategy. Second, it should be carefully integrated into the general management system. Third, clear processes and responsibilities for refining the data are needed. Fourth, the quality of the data must be guaranteed. The results also emphasize the roles of management culture and continuous performance dialogue. Originality/value This paper makes two contributions. First, it extends the analysis of a knowledge management strategy to public management, and second, it provides a practical illustration of the development process, where knowledge was put into prime focus in developing public management.

Self-regulated learning (SRL) encompasses cognitive, metacognitive, and motivational learning strategies and is highly relevant for academic achievement. Although students have mostly acquired high-level SRL strategy knowledge by the time they reach college, they often show deficiencies in their application of SRL strategies. In order to investigate the gap between SRL strategy knowledge and its application in more depth, it is necessary to develop instruments that assess conditional SRL strategy knowledge for the whole learning process with sufficient validity and reliability. Therefore, based on four distinct studies conducted in Germany, the development and validation of a new Strategy Knowledge Test for Self-Regulated Learning (SKT-SRL) for college students are described. Study 1 describes the development of the test and the results of expert ratings that speak in favour of the test’s content validity. Study 2, the pilot study, was undertaken to gain insight into the psychometric characteristics of the SKT-SRL, examine its relationship to other SRL assessment methods and academic achievement, and reach a sense of its validity. Studies 3 and 4 present the results of two validation studies for the SKT-SRL; they investigated its psychometric characteristics, convergent validity, factorial structure, test–retest reliability, and its relationship to academic achievement as well as other study-relevant factors. Overall, the results are promising and the SKT-SRL mostly showed sufficiently valid assessments. To conclude, the SKT-SRL is a useful tool for analysing conditional SRL strategy knowledge in college students and can be used for further research on the relationship between SRL strategy knowledge and strategy usage.