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External knowledge acquisition, creativity and learning in organisational problem solving

Author: Soo, Christine W. ; Devinney, Timothy M. ; Midgley, David F.INSEAD Area: MarketingIn: International Journal of Technology Management, vol. 38, no. 1-2, 2007 Language: EnglishDescription: p. 137-159.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: The role of knowledge in firm strategy and performance is well documented in the literature, with numerous studies concluding that, in general, the higher the level of knowledge acquired, the greater the level of firm performance. In this study, the authors take a more micro-level approach. Specifically, they examine the impact of external knowledge on the processes of creativity and learning in problem solving. They also investigate the role of absorptive capacity in knowledge acquisition, creativity and learning. They show that simply having access to a pool of external knowledge is not enough. If the firm is to use this knowledge to improve its performance, it must be able to: (1) absorb that knowledge, (2) act creatively upon that knowledge, and (3) create new knowledge from these activities.
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INSEAD Article Europe Campus
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The role of knowledge in firm strategy and performance is well documented in the literature, with numerous studies concluding that, in general, the higher the level of knowledge acquired, the greater the level of firm performance. In this study, the authors take a more micro-level approach. Specifically, they examine the impact of external knowledge on the processes of creativity and learning in problem solving. They also investigate the role of absorptive capacity in knowledge acquisition, creativity and learning. They show that simply having access to a pool of external knowledge is not enough. If the firm is to use this knowledge to improve its performance, it must be able to: (1) absorb that knowledge, (2) act creatively upon that knowledge, and (3) create new knowledge from these activities.

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