Proceedings of the 8th International Conference on Intellectual ...

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Giedrius Jucevičius diversity <strong>of</strong> knowledge partnerships and open business models means that <strong>the</strong>re is no universal set <strong>of</strong> incentives and value appropriation regimes. However, several concluding remarks can be made. First, in <strong>the</strong> knowledge partnerships characterized by <strong>the</strong> public process and public outcome, <strong>the</strong> nonmonetary incentives are overwhelmingly at play. In most cases, such partnerships (e.g. open source s<strong>of</strong>tware) are not too concerned with <strong>the</strong> free rider prevention. Second, <strong>the</strong> partnerships characterized by public process and private outcome, need to balance both monetary and non-monetary incentives, as well as establish <strong>the</strong> corresponding value appropriation regimes. It is likely that <strong>the</strong> more formal and pr<strong>of</strong>it-seeking <strong>the</strong> knowledge partnership, <strong>the</strong> more legal instruments will be applied for appropriation <strong>of</strong> co-created value. The more flexible and informal <strong>the</strong> knowledge partnership, <strong>the</strong> more indirect its pr<strong>of</strong>it motives (e.g. managing <strong>the</strong> platform <strong>of</strong> knowledge collaboration), <strong>the</strong> more it will rely on <strong>the</strong> on <strong>the</strong> informal methods <strong>of</strong> value appropriation (i.e. customer lock-in, network effects, etc.). The latter approach seems to be more prospective and feasible in <strong>the</strong> open innovation environment. Third, <strong>the</strong> intrinsic, ra<strong>the</strong>r than extrinsic factors, seem to be most crucial to <strong>the</strong> successfully functioning knowledge partnerships. It holds both for <strong>the</strong> intrinsic incentives to participate in <strong>the</strong> knowledge exchange (e.g. personal development and contribution over salary and promotion), as well as for <strong>the</strong> intrinsic controls (e.g. “private” guilt over “social” shame). The final conclusion concerns <strong>the</strong> balance between incentives for participation and safeguards against <strong>the</strong> appropriation <strong>of</strong> value by free riders in knowledge partnership-based business models (especially, in case <strong>of</strong> private-collective innovation). Based on <strong>the</strong> aforementioned examples, we can assume that in effective knowledge partnerships <strong>the</strong> nature <strong>of</strong> incentives has to be coherent with <strong>the</strong> nature <strong>of</strong> safeguards. It means that in <strong>the</strong> partnerships where, for example, social incentives for participation are overwhelmingly important (e.g. status in pr<strong>of</strong>essional community), <strong>the</strong>y would be best matched by <strong>the</strong> controls, which are also <strong>of</strong> social nature (e.g. reputational monitoring). Accordingly, when <strong>the</strong> economic incentives prevail (e.g. short or long term financial gain), <strong>the</strong>y should be aligned with ra<strong>the</strong>r clear rules for future appropriation <strong>of</strong> <strong>the</strong> economic value (e.g. contracts in R&D partnerships, financial rewards in idea contest in exchange for IP rights). The pr<strong>of</strong>essional incentives for participation in collaborative knowledge communities (e.g. access to new knowledge) should be correspondingly matched with formal or informal pr<strong>of</strong>essional agreements (e.g. community control <strong>of</strong> individual authorship, licenses à la Creative Commons or GPL). It leads to <strong>the</strong> ultimate concluding remark that any potentially successful open knowledge partnership must first and foremost present incentives for <strong>the</strong> participation <strong>of</strong> knowledge holders. However, should an established knowledge partnership evolve into a viable business model, <strong>the</strong> adequate safeguards and value appropriation regimes have to be present and be in balance with <strong>the</strong> incentive system. References Ahuja, G., Yayavaram, S. (2011). “Explaining influence rents: <strong>the</strong> case for an institutions-based view <strong>of</strong> strategy”, Organizations Science, Articles in advance, pp. 1-22. Cao, Suzhang (2009). “Dynamic capabilities and value appropriation in <strong>the</strong> context <strong>of</strong> open innovation”. Paper presented at 2009 <strong>International</strong> <strong>Conference</strong> on Information Management, Innovation Management and Industrial Engineering, China, December. Casadesus-Masanell, R., Ricart, J.E. (2007). “Competing through business models”, Working paper no. 713, University <strong>of</strong> Navarra. Chesbrough, H. (2006). Open Business Models. Boston: Harvard University Press. Chesbrough, H. (2005). Open Innovation: Researching a New Paradigm, Oxford: Oxford University Press. Coleman, J.S. (1988). „Free riders and zealots : <strong>the</strong> role <strong>of</strong> social networks”, Sociological <strong>the</strong>ory, vol. 6, no. 1, pp 52-57. Corr, Sh.W. “The economics <strong>of</strong> shame in work groups: how mutual monitoring can decrease cooperation in teams”, KYKLOS, vol. 54, no. 1, pp 49-66. Feldman, M., Chuang, J. (2005), “Overcoming free-riding behavior in peer-to-peer systems”, ACM Sigecom Exchanges Vol. 6.1, July. Fredberg, T., Elmquist, M., Ollila, S. (2008). Managing open innovation. Vinnova Report. Chalmers University <strong>of</strong> Technology. Gaechter, S., von Krogh, G., Haefliger, S. (2010) “Initiating private-collective innovation: <strong>the</strong> fragility <strong>of</strong> knowledge sharing”, Research policy, vol. 39, pp 893-906. Gammelgaard, J. (2007). “Why not use incentives to encourage knowledge sharing?”, Journal <strong>of</strong> Knowledge Management Practice, Vol. 8, No. 1, March. 272
Giedrius Jucevičius Ghosh, T. (2004). „Creating incentives for knowledge sharing“, MIT Sloan School <strong>of</strong> Management, [Online] Available: www.ocw.mit.edu/NR/rdonlyres. Huizingh, E.K.R.E. (2011). “Open innovation: State <strong>of</strong> <strong>the</strong> art and future perspectives”, Technovation, vol. 31, pp 2-9 Lai, K., Feldman, M., Stoica, I., Chuang, J. (2003). “Incentives for cooperation in peer-to-peer networks”, Paper presented at 1st Workshop on Economics <strong>of</strong> Peer-to-Peer Systems. Mueller, R. M. (2005). “The influence <strong>of</strong> incentives and culture on knowledge sharing”. Paper presented at <strong>the</strong> 38 th Hawaii <strong>International</strong> <strong>Conference</strong> on Systems Sciences. Osterwalder, A., Pigneur, Y. (2010). Business Model Generation. John Wiley Press. Puidokas, M., Jucevicius, G. (2009). “The inter-organizational industrial learning <strong>of</strong> Lithuanian furniture manufacturers in <strong>the</strong> value chains <strong>of</strong> <strong>the</strong> Baltic sea region”, Social sciences, no. 3, vol., 65, pp 29-39. Rajala, R. (2005). “Business models: a new perspective on knowledge-intensive services in <strong>the</strong> s<strong>of</strong>tware industry”. Paper presented at 18 th Bled eComerce <strong>Conference</strong> “eIntegration in Action”. Serrat, O.D. (2010). Essentials <strong>of</strong> Knowledge Partnerships. Presentation at <strong>the</strong> Asian Development Bank. Downloadable: Stuermer, M., Spaeth, S., von Krogh, G. (2009). “Extending private-collective innovation: a case study”, R&D Management, vol. 39, no. 2, pp 170-182. Teece, D. (1986). “Pr<strong>of</strong>iting from technological innovation: implications for integration, collaboration, licensing Van den Heuvel, S. (2007). “How trust influences knowledge sharing”, Master <strong>the</strong>sis, University <strong>of</strong> Maastricht. von Hippel, E., von Krogh, G. (2006). “Free revealing and <strong>the</strong> private-collective model for innovation incentives”. R&D Management, Vol. 36, No. 3, pp 295-306. West, J., Lakhani, K.R. (2008). “Getting clear about communities in open innovation”, Industry and Innovation, Vol. 15, No. 2, pp 223-231. Wang, L., Jaring, P., Wallin, A. (2009). “Developing a conceptual framework for business model innovation in <strong>the</strong> context <strong>of</strong> open innovation”, paper presented at 2009 3 rd IEEE <strong>International</strong> <strong>Conference</strong> on Digital Ecosystems and Technologies. 273
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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science and mathem
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George Majdalany is a PhD candidate
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Joyce Nesamani Simson is a PhD cand
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Manpower Discipline Based on Knowle
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Peyman Akhavan et al. brains, knowl
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Peyman Akhavan et al. showed that o
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Peyman Akhavan et al. appropriate l
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Peyman Akhavan et al. sources for c
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Attitudes Towards Changes and Organ
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Ruth Alas et al. During the
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Professional inter
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Ruth Alas et al. Table 4: Correlati
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Research was supported by ETF Grant
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Rivadávia Correa Drummond de Alvar
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5. Conclusions Rivadávia Correa Dr
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Toward a Meta-Synthe</stron
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Xiaomi An et al 2.3 Reasons for dev
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Xiaomi An et al PTC works closely w
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Xiaomi An et al The first is an adm
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Xiaomi An et al policy reflections
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Figure 1: Transmission gear Marko A
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Marko Anzelak et al. knowledge basi
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Marko Anzelak et al. 72% recognise
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Marko Anzelak et al. virtually all
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Gabriel Prananingrum Aryanindita an
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Rita Babiliūtė and Kęstutis Kri
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Knowledge Management, Cultural Know
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Leonard Barnett and Edward Carter 2
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter d
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Impact of Knowledg
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Bob Barrett shorter product life-cy
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Bob Barrett 6. Concept of</
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Bob Barrett Brown, J.S. and Duguid
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Aurilla Aurelie Bechina and Eli Hus
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Lorne Booker et al. Knowledge is us
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Figure 1: Business Valuation Knowle
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3.4 Practitioner knowledge market L
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Irene Y.H. Fan and Rongbin W.B. Lee
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2.1 Appropriation Ronny Gey From a
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Ronny Gey Table 1: Characterization
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Ronny Gey The developers feel that
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Ronny Gey A first limitation we wer
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Kenneth Grant part of</stro
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Kenneth Grant The diffusion was stu
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Kenneth Grant A detailed computer-s
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Kenneth Grant did not come to <stro
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Kenneth Grant of m
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Michel Grundstein although hundred
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Michel Grundstein Figure 1: DITEK p
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Michel Grundstein 4.1.1 Knowledge i
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Michel Grundstein share. However <s
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6. Conclusions and perspectives Mic
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Intellectual Property Valuation Dec
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Hezlin Harris et al. (Burrone and S
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Hezlin Harris et al. The need for s
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Acknowledgements Hezlin Harris et a
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Managing an Assessment Process <str
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Page 245 and 246: Shaheed Hartley Table 3: OEQ respon
Page 247 and 248: Shaheed Hartley It is very difficul
Page 249 and 250: A Community Framework for Knowledge
Page 251 and 252: Igor Hawryszkiewycz between communi
Page 253 and 254: Figure 4: Modeling knowledge subsys
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Page 257 and 258: Eli Hustad and Aurilla Aurelie Bech
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Page 267 and 268: Nurul Indarti knowledge (Nelson and
Page 269 and 270: 3. Research methods 3.1 Research in
Page 271 and 272: Coded knowledge Nurul Indarti The f
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Page 275 and 276: Organizational Learning in Pr<stron
Page 277 and 278: Brigita Janiunaite et al. learn and
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Page 285 and 286: Brigita Janiunaite et al. learning
Page 287 and 288: Balancing the Ince
Page 289 and 290: Giedrius Jucevičius safeguard and
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Page 307 and 308: Robertas Jucevicius relations shoul
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Page 313 and 314: Robertas Jucevicius Lawton Smith, H
Page 315 and 316: Annukka Jyrämä et al. knowledge c
Page 317 and 318: Annukka Jyrämä et al. Respondents
Page 319 and 320: Annukka Jyrämä et al. various cit
Page 321 and 322: Annukka Jyrämä et al. example hea
Page 323 and 324: Managing Information Overload - Tea
Page 325 and 326: Harri Ketamo conceptual structure a
Page 327 and 328: Harri Ketamo limited to YouTube, Fl
Page 329 and 330: Harri Ketamo Figure 8: Visualizatio
Page 331 and 332: Farmers’ Knowledge Management in
Page 333 and 334: 2.1 Farmer knowledge Le Nguyen Doan
Page 335 and 336: Le Nguyen Doan Khoi days needed for
Page 337 and 338: Le Nguyen Doan Khoi dosage. Moreove
Page 339 and 340: Le Nguyen Doan Khoi use homemade in
Page 341 and 342: Developing Human Capital through Ne
Page 343 and 344: Eric Kong organisation as individua
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Eric Kong As described by Tosey and
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Eric Kong Craft, A. (2001) "Neuro-l
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Sophie Le Bellu and Benoit Le Blanc
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Results Sophie Le Bellu and Benoit
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Pornpen Lertthasanawong and Nopasit
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2. Literature review Ya-Hui Ling 2.
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Ya-Hui Ling action of</stro
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Intellectual Capital Intellectual C
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Ya-Hui Ling Hitt, M.A., Hoskisson,
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Maksim Maksimovic et al paper prese
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Maksim Maksimovic et al 4. Lean kno
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Maksim Maksimovic et al of<
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Maurizio Massaro and Andrea Moro <s
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Maurizio Massaro and Andrea Moro Pr
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Maurizio Massaro and Andrea Moro hi
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Maurizio Massaro and Andrea Moro Si
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Helen Mitchell and Dennis Viehland
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Figure 1: KMS Framework for collabo
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Mohd Zali Mohd Nor et al. Ano<stron
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Mohd Zali Mohd Nor et al. Table 4:
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Mohd Zali Mohd Nor et al. KQ8 provi
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Maria Cristina Morariu economy and
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Table 1: Literature review summary
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Maria Cristina Morariu ATO = Turnov
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4.2 Correlation analysis Maria Cris
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4.3 Regression analysis Maria Crist
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Table 13: Regression analysis_M6 Mo
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The Arrival of <st
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Bertrand Pauget and Ahmed Dammak Mo
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Bertrand Pauget and Ahmed Dammak no
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Bertrand Pauget and Ahmed Dammak th
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Bertrand Pauget and Ahmed Dammak Sa
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Wannapa Pipattanawong et al. cannot
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Wannapa Pipattanawong et al. 3.2 Do
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Wannapa Pipattanawong et al. Moreov
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The Dark Side of S
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Siwarit Pongsakornrungsilp vans, ro
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Siwarit Pongsakornrungsilp Kreng Ja
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Siwarit Pongsakornrungsilp Lave, J.
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