This article explains how and why organizational actors' decisions about interorganizational knowledge transfer might change over time. We find that organizational actors' framing of future innovation developments, as either an opportunity or a threat, motivates them to engage or disengage in interorganizational knowledge transfer activities. Shifts in framing lead organizational actors to leverage their relational context and knowledge base in new ways, thereby emphasizing the role of agency in drawing upon these structures. These findings are incorporated into a process model that explains discontinuous change in interorganizational knowledge transfer.

Framing, Innovation, Interorganizational knowledge transfer, Process
dx.doi.org/10.1111/joms.12055, hdl.handle.net/1765/51553
ERIM Top-Core Articles
Journal of Management Studies
Rotterdam School of Management (RSM), Erasmus University

van Burg, E, Berends, H, & van Raaij, E.M. (2014). Framing and interorganizational knowledge transfer: A process study of collaborative innovation in the aircraft industry. Journal of Management Studies, 51(3), 349–378. doi:10.1111/joms.12055