Organizations can intentionally achieve the desired level of knowledge ambiguity to prevent spillover effects and create barriers to knowledge transfer; organizations like universities and public research institutes create a high level of ambiguity unintentionally as a result of their cultural approach to research.
It has been suggested that, to promote knowledge transfer, organizations need to actively nurture the development of communities of practice by legitimizing participation, negotiating their strategic content, bringing together complementary expertise, and providing support in the form of guidance and resources.
The current research focuses on combining digital and hands-on approach towards interdisciplinary business-case-solutions in development of modern knowledge transfer organization for students delivering solutions of process simulations in Logistics and Supply Chain Engineering, Production Planning or Factory Development.
The American institutes of Harvard University, the University of Michigan, the University of California Los Angeles, and Indiana University are in the core status of the network; these institutions cooperate with other organizations frequently, thus playing an important role in the process of knowledge transfer among organizations.
As can also be seen in the results of this review, the studies differ with regard to their endpoints (e.g., QALYs vs. DALYs), their settings (e.g., school, community, or a combination of both), the date, the intervention components (physical activity only, physical activity and nutrition, physical activity, nutrition, and knowledge transfer), and the thematic organization of these components.
This section provides an overview of topics discussed in the literature relevant to our research path, classified into three areas: (i) interactions between organizations, (ii) knowledge transfer, and (iii) absorptive and/or desorptive capacity.
Our research process was oriented to the IETF, shown in Figure 2, which emphasizes the relationship dimension of innovation as the mechanism for shared vision to be developed within and across organizations, through knowledge transfer, technology dissemination, and organizational change (Russell et al. 2011).
Lastly, the involvement of provincial and national professional organizations in the research process will foster an effective two-way knowledge transfer between the researchers and the organizations.
Thus, PPPs enable knowledge transfers from private organizations to public authorities in developing countries.
The technology acquisition performance of firms is influenced by a variety of institutional factors which include access to R&D personnel, access to external sources of knowledge (firms and research institutions), the political, legal and administrative environment and the organization of knowledge transfer.
Both explanatory factors are influenced by international organizations that provide knowledge transfer and encourage private actor participation.
