Knowledge sharing and collaborative relationships in business ecosystems and networks

Abstract

Purpose The sharing of knowledge between partners in collaborative relationships is widely accepted to be fundamental to supporting strategic decision making, particularly in relation to innovation management and business sustainability. The purpose of this paper is to focus on how the structure of collaborative relationships in business networks may determine successful knowledge sharing and thus improve decision making and business performance. Design/methodology/approach Expert interviews were conducted with participants operating in networks and business ecosystem in four different sectors in Italy and Germany, exploring the process of knowledge sharing, organisational learning and decision making within collaborative relationships. A qualitative textual analysis was used to analyse the experts’ responses. Findings The research found that an organisation’s network position and the network structure, as well as the governance and richness of the business ecosystem in which it operates, influence its ability to share knowledge, to innovate and therefore to compete sustainably. Research limitations/implications The research demonstrates that innovative strategic decision making, based on access to appropriate knowledge, occurs within the context of social and business network relations operating within a broader more diverse business ecosystem. Closer dyadic or small working group ties best facilitate trust and sharing of the most valuable knowledge. Appropriate participation in and management of such structures is therefore essential to support knowledge-based decision making, and critical to sustained competitive advantage. Originality/value The research focusses on how interfirm relationships are established and maintained, how firms establish trust and facilitate knowledge sharing forming the basis of organisational learning.

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