Combining new knowledge with the existing firm knowledge base

knowledge Interpretation

Technical training

Knowledge Articulation

Common understanding

Specialized training of employees when transferring knowledge from external sources (Hagemeister et al, 2019)

Sending staff to take specialized training courses (Jean et al, 2012)

short-term visits (Revilla et al, 2015)

new knowledge Coding in the enterprise (Kozica et al, 2014)

Marketing and co-production contracts (Denford, 2013)

Development and joint operation with the knowledge source (Denford, 2013)

New knowledge verification (Nonaka, 2015)

Conversation and interaction in work teams (Sun & Anderson, 2010)

Forming team compositions (Sun & Anderson, 2010)

Create a supportive environment for innovation (Sun & Anderson, 2010)

People's capacity for shared understanding, a tool for overcoming interpretive barriers (Distel, 2019)

Establish a common understanding of the project process through mechanisms such as planning, process specifications, and presentation.(Enberg et al, 2012)

Knowledge sharing

Interactions (individual and group)

Develop coordination between R&D staff (Enberg et al, 2012)

Team building and communication development (Subramaniam et al, 2006
Koch et al, 2011)

Specialized discussions in the firm regarding the development of new products (Nonaka & Takeuchi, 1995)

Facilitate meetings for different actors (Martinkenaite & Breunig, 2016)

Forming joint teams (Bouncken et al, 2016; Subramaniam et al, 2006)

Providing conditions for team learning (Revilla et al, 2015
Subramaniam et al, 2006)

Holding joint team meetings (Minbaeva et al, 2009
Yao & Chang, 2017)

Develop sociability as well as build trust and cohesion in the group (Prieto-Pastor et al, 2018; Sjödin et al, 2019)

Expressing knowledge between individuals and members (Jansen et al, 2005)

Learning from foreign partners (Hansen & Ockwell, 2014)

Collaboration of different team members across departments to create new approaches (Gantasal, 2018)

Job rotation

Job transfers (Davenport & Prusk, 1998)

Development of coordination capability based on job rotation (Jansen et al, 2005)

Motivation

Creating individual independence in employees(Foss et al, 2009)

Employee participation in decision making (Martinkenaite & Breunig, 2016)

Encourage and reward (Sun & Anderson, 2010)

Planning to increase people's inner motivation to knowledge transfer (Sjödin et al, 2019)

Encourage employees to present and test new ideas about new knowledge (Gantasal, 2018)

Knowledge consolidation

Knowledge Synthesis

Share employees' ideas to generate new ideas, services and products (Carmelli et al, 2009)

Facilitate the combination of different areas of knowledge to produce creative designs (Taylor, 2006)

Integration of internal and external resources in the center of enterprise research and development (Zhang & zhang, 2018)

Presence of technicians and specialists in the relevant field (Cohen & levinthal, 1990)

Creating the capacity for change and transformation in the enterprise (Van den Bosch et al, 1999)

New knowledge documentation

Creating a data source with the right structure to recognize and maintain valuable internal and external data (Palek, 2014)

Provide conditions for the experience accumulation (Gardner et al, 2012)

Conflict stories in projects (Nickname et al, 2016)

Recording and transferring lessons learned and experiences of individuals.(Valentim et al, 2017)

Learning validation

Continuous observation, imitation and practice (Nonaka, 1994)

Designing a control mechanism in the process of information exchange (Canonico et al, 2012)

Systematize new knowledge and information used (Nonaka, 2015)