Proceedings of the 12th European Conference on Knowledge ...

4. Conclusion
Andrea Kő, Péter Fehér and Krisztián Varga
The case study points out that <strong>the</strong>re is demand in <strong>the</strong> organisations to knowledge management,
Based on <strong>the</strong> survey and case study results, <strong>the</strong> research was formalised <strong>the</strong> following main
experiences:
Collaboration must be based in a strategy win-win.
To foster cooperation we need to prompt first move
The members need to talk about <strong>the</strong> future
The members need to know that <strong>the</strong> group will meet again and again
We should call individuals for cooperation not firms. Them <strong>the</strong>y can form groups for collaboration
and <strong>the</strong>m companies can cooperate
Resources and time are needed for contextualization
Cooperation is <strong>the</strong> objective but is not affordable directly. The entire process should be split on
three parts: 1) Interaction 2) Collaboration 3) Cooperation.
Collaboration is easier if it is based on complementarities between participants and <strong>the</strong> goal is
exciting for all <strong>of</strong> <strong>the</strong>m.
Interaction between individuals must precede collaboration between firms.
It is important to start interaction with some basic common objectives, but <strong>the</strong> participants should
be open to any initiative appearing during <strong>the</strong> dynamics <strong>of</strong> interactions.
Taking into account <strong>the</strong>se lessons, in our experience working with SMEs a fruitful way to achieve <strong>the</strong>
objectives, is to start <strong>the</strong> initial interaction between <strong>the</strong> managers <strong>of</strong> <strong>the</strong> firms with <strong>the</strong> discussion <strong>of</strong>
new (potential) business opportunities based on <strong>the</strong> core competences <strong>of</strong> each company. Identifying
<strong>the</strong>se core competences, it is possible to discover complementarities between <strong>the</strong> companies that can
open for <strong>the</strong>m new business opportunities, out <strong>of</strong> <strong>the</strong> reach <strong>of</strong> each one <strong>of</strong> <strong>the</strong>m individually. These
potential market opportunities should allow obtaining balanced benefits from its exploitation to each
partner, and can be <strong>the</strong> starting point towards deeper levels <strong>of</strong> collaboration between <strong>the</strong> firms,
promoting a real collaborative culture.
5. Acknowledgements
The research is part <strong>of</strong> <strong>the</strong> TÁMOP-4.2.1/B-09/1/KMR-2010-0005 project, which is a research and
innovation program <strong>of</strong> <strong>the</strong> Corvinus University <strong>of</strong> Budapest aiming ICT-based analyses <strong>of</strong> knowledge
transfer, sharing and knowledge codification fields. The financial support from TÁMOP 4.2.1/B-
09/1/KMR-2010-0005 is gratefully acknowledged.
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