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    Intrinsic and strategic complementarity of research and knowledge transfer activities as determinants of knowledge transfer management: evidence from public research organisations

    Ghorbankhani, Maryam and Rossi, Federica (2022) Intrinsic and strategic complementarity of research and knowledge transfer activities as determinants of knowledge transfer management: evidence from public research organisations. The Journal of Technology Transfer , ISSN 0892-9912.

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    Abstract

    While public research organisations (PROs) are increasingly expected to actively transfer knowledge to business, government and wider society, limited research exists about how they manage this important function. Particularly, we do not know under what conditions it is more effective for PRO to vertically integrate knowledge transfer management, or to outsource it to specialist providers. Extending the theory of firm boundaries to PROs, we argue that this choice is influenced by two types of complementarity between research and knowledge transfer: intrinsic complementarity (occurring when the knowledge transfer process requires unique tacit knowledge) and strategic complementarity (occurring when the nature of the knowledge recipients matters to the PRO). By exploiting a unique six-year panel dataset of 33 PROs in the United Kingdom, we confirm that higher degrees of both types of complementarity are associated with greater likelihood to vertically integrate knowledge transfer management, and that these effects are independent of economies of scale and sector specificities.

    Metadata

    Item Type: Article
    School: Birkbeck Faculties and Schools > Faculty of Business and Law > Birkbeck Business School
    Research Centres and Institutes: Innovation Management Research, Birkbeck Centre for
    Depositing User: Federica Rossi
    Date Deposited: 05 Oct 2022 13:20
    Last Modified: 19 Oct 2023 00:10
    URI: https://eprints.bbk.ac.uk/id/eprint/49284

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