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International audience; We investigate the emergence and structuration of the research on prion. Resorting to bibliometric data and tools from social network analysis, we look at the progressive appearance of a dense social network of researchers working on prion. We suggest that the relevant unit of analysis of medical knowledge creation is the community. We then detail how isolated communities emerge and connect to one another to produce a connected network. We then investigate the link creation dynamics to understand the collaboration patterns that the emergence of the observed macro-structures explains at a micro-level, showing that these micro-dynamics evolve over time as the field matures.JEL Codes: O31, O33, D8

Since the Cohen and Levinthal article on absorptive capacity was published, ‘the ability to recognize the value of new information, to assimilate it, and apply it to commercial ends’ (p. 128) is seen as an essential competence for a firm’s long-term performance. However, the way absorptive capacity is actually implemented in firms remains relatively poorly known. The few existing works present absorptive capacity as an essentially linear process, and the way the different phases of this process are actually carried out remains understudied. In order to enhance our understanding of the way firms absorb external knowledge, we gathered data from 23 interviews of managers from three different industrial firms. Our results suggest that, far from being linear, the process displays several feedback loops, both within and between each phase of absorption. In this study, we enrich previous absorptive capacity models.

We rely on a qualitative study of three industrial firms to investigate the role of knowledge recombination capabilities in the absorptive process. We compare two firms aiming at “new-to-the-world” innovation with a firm aiming at producing “new-to-the-firm” innovation. We find that the formers resort to formal, codified, controlled knowledge processing systems, while the latter rather makes use of informal, loosely defined processing systems. We interpret this rather counter intuitive result by the necessity for firms engaged in radical innovation to take risk into account. We advocate taking risk into account when dealing with absorptive capacity and invite to rethink the link between knowledge management and types of innovation.JEL Codes: O32, O32, O31, D81, O32

Purpose – This paper aims to ask the question of the contingency of a firm’s absorptive capacity upon the type of expected outcome. Thus, this paper looks at different expected outputs in terms of more or less radical innovations and sees if there are consequences on the absorptive process underpinning cognitive structures and processes, as embodied in its organizational and social capital. Design/methodology/approach – To do so, a qualitative study was conducted. In total, 23 persons in three French industrial firms were interviewed about their firm’s absorptive capacity. One of these firms aims at “new-to-the-firm” innovations, while the other two aim at “new-to-the-world” innovations. Findings – Results suggest that while “new-to-the-firm” innovations tend to favor the use of social capital, “new-to-the-world” innovations tend to rely more on organizational capital. These rather counterintuitive results are interpreted by the necessity to take into account other variables than knowledge distance in the absorption of new knowledge. In particular, complexity and time-length would call for greater use of organizational capital, while speed and reactivity would instead require greater use of social capital. Originality/value – This is to the best of the authors’ knowledge that one of the first study evidencing the contingent nature of the absorptive process. Further, results tend to show the form absorptive capacity takes depends not only on cognitive aspects but also on the particular environment the firm evolves in.

Exploring paths for new business while exploiting current opportunities is a difficult task to fulfill, as it may make conflicting demands on organizational resources. Ambidextrous firms are able to achieve this goal by either splitting their resources between the two tasks or by allowing sufficient flexibility for employees to move between them within a network of communities of practice (CoPs). An analysis of the experiences of GDF SUEZ, a French multinational firm, show that CoPs at the business unit level serve as platforms from which knowledge is produced and broadcast to the rest of the organization and provide an environment in which individuals are able to move freely between exploration and exploitation activities. The study also offers practical guidance on how managers can best capture and leverage the knowledge that is generated through such collaborative endeavors. ©2015 Wiley Periodicals, Inc.

This article, which draws on recent literature on organizational communities, raises the question of the coherence of the firm through the analysis of the dialectic interaction between hierarchies and Knowledge-Intensive Communities (KnICs) within the firm. Focusing on the cognitive dimension of the firm, we analyze the matching between hierarchies and KnICs and draw conclusions as to the coherence of the firm. Using two key elements (the frequency of interactions and the intensity of communication between communities), we draw a typology allowing a better understanding of the processes of coordination and knowledge creation within the firm.

The aim of the article is to explore different aspects concerning the distinction between the expert and the consultant. We analyse theoretically and empirically these distinctions in the framework of the knowledge-based economy in order to introduce the central concepts of epistemic community and community of practice. The question is to know to which community experts and consultant belongs. We also investigate the role that some actors coming from outside the firm play in reinforcing knowledge creation and codification processes in the firm.

This article aims at deepening our understanding of the relationships between human resources management (HRM) and absorptive capacity in the context of innovation. We assume that different kinds of innovations may require different absorptive processes, sustained by pertinent HRM practices. Following the extant literature, we distinguish between flexible HRM practices and bureaucratic HRM practices. Based on a qualitative study in three French industrial firms, we find that firms pursuing “new-to-the-firm” innovations rely predominantly on flexible HRM practices, while firms pursuing new-to-the-world” innovations rather rely on bureaucratic HRM practices. We explain this finding by the fact that “new-to-the-firm” innovations call for swift redeployment of resources across projects, while “new-to-the-world” innovations entail the management of interdependencies across disparate bodies of knowledge.

In an earlier article we studied the Communities of Practice and their conditions of emergence using an Agent based model with a set of agents facing a continuous flow of problems. We now center our analysis on the performance of this organizational structure compared to a two-level hierarchical delegation structure. Our results show the crucial role played by the communication and the specialisation of agents; especially that community structures are efficient for competence building and learning in the long term. This paper backs the claim made by (Bowles, S., Gintis, H., 2002. Social capital and community governance. The Economic Journal 112, 419–437.) that hierarchy and communities are complementary modes of governance.

A growing number of works in the literature consider the process of production and circulation of knowledge within the firm as is the key determinant of the capability of the organisation to innovate Nonaka and Takeuchi, 1995; Leonard-Barton, 1995; von Krogh, Roos and Kleine, 1998, etc…). It is widely agreed that the “cognitive architecture” of knowledge within the firm (the way knowledge is produced, stored, exchanged, transmitted, retrieved) strongly influences the process of organisational learning, and in turn the innovative process. As Nonaka and Takeuchi (1995) emphasised, the process of creation of knowledge within firms relies on two main dimensions; the first one is the “epistemological dimension”: the critical assumption is that human knowledge is created and expanded through social interaction between tacit knowledge and explicit knowledge (“knowledge conversion”); the second one is the “ontological dimension” which is concerned with the levels of knowledge creating entities (individual, group, organisational and inter-organisational). In line with the assumptions initially made by Argyris and Schon (1978), the organisation supports creative individuals or provides contexts for them to create knowledge.“Organizational knowledge creation therefore should be understood as a process that organizationally amplifies the knowledge created by individuals and crystallizes it as a part of the knowledge network of the organization. This process takes place within an ”expanding community of interaction“ which crosses intra and inter-organizational levels and boundaries”Nonaka and Takeuchi, 1995. emphasised, the process of creation of knowledge within f1rms relies on two main dimensions; the first one is the “epistemological dimension”: the critical assumption is that human knowledge is created and expanded through social interaction between tacit knowledge and explicit knowledge (“knowledge conversion”); the second one is the “ontological dimension” which is concerned with the levels of knowledge creating entities (individual, group, organisational and inter-organisational). In line with the assumptions initially made by Argyris and Schon (1978), the organisation supports creative individuals or provides contexts for them to create knowledge.“Organizational knowledge creation, therefore, should be understood as a process that organizationally amplifies the knowledge created by individuals and crystallizes it as a part ofthe knowledge network of the organization. This process takes place within an ”expanding community of

We address how MNCs manage human resources at headquarters and across global subsidiaries to effectively harness capabilities related to explorative and exploitative learning, i.e., ambidexterity, ...

Organizational ambidexterity has been well researched. Yet, the human resource perspective on this is non-existent. We contribute by providing an empirical understanding of HRM practices at a large MNC encompassing both structural and contextual ambidexterity. Our revelatory case design provides an in-depth investigation of a French MNC. Findings suggest that an intellectual capital configuration, with relatively high levels of human, social, and organizational capital respectively is essential for fostering ambidexterity. Additionally, both a human-capital enhancing HR system and an administrative HR system aids ambidexterity. We discuss the intellectual capital architecture, HR practices, theoretical contributions, limitations, and directions for further research., L’ambidextrie organisationnelle a été bien étudiée. Cependant, la perspective des ressources humaines reste limitée. Nous contribuons avec une étude sur les pratiques de gestion des ressources humaines dans une grande multinationale qui mobilise à la fois l’ambidextrie structurelle et contextuelle. Nous présentons une étude approfondie de cette multinationale française. Nos résultats suggèrent qu’une configuration du capital intellectuel avec des niveaux relativement élevés de capital humain, social et organisationnel est essentielle pour favoriser l’ambidextrie. Nous constatons également que la combinaison d’un système renforçant le capital humain et d’un système administratif supporte l’ambidextrie. Nous discutons des pistes de recherche ultérieures., La ambidestreza organizacional ha sido bien investigada; sin embargo, la perspectiva de los recursos humanos es inexistente. Contribuimos aportando un estudio de GRH en una corporación multinacional que abarca ambidestreza estructural y contextual. Nuestro diseño de caso proporciona una investigación en profundidad de una corporación multinacional francesa. Los hallazgos sugieren que una configuración de capital intelectual con niveles relativamente altos de capital humano, social y organizacional es esencial para fomentar la ambidestreza. Además, tanto un sistema de GRH de mejora de capital humano como un sistema administrativo de recursos humanos ayuda a la ambidestreza. Discutimos las direcciones para seguir investigando.