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dc.contributor.authorHayes, Kathryn
dc.contributor.authorFitzgerald, J Anneke
dc.date.accessioned2017-05-03T16:09:34Z
dc.date.available2017-05-03T16:09:34Z
dc.date.issued2009
dc.date.modified2013-06-17T01:17:02Z
dc.identifier.issn18333672
dc.identifier.doi10.1017/S1833367200002522
dc.identifier.urihttp://hdl.handle.net/10072/48607
dc.description.abstractCommercialisation activities combining the discoveries of one occupational group, such as scientists, with the commercial skills of managers involve interactions across occupational and organisational cultures. This article explores the challenges posed by working across occupational and organisational boundaries, and describes management techniques developed informally in four Australian organisations to address barriers to knowledge transfer. It identifies the existence of Knowledge-stewarding Communities of Practice (CoP) that span organisational boundaries and impact commercialisation outcomes. It also presents recommendations for management practice based upon diversity management and innovation theories. The context of the study is Australian hybrid industry-research organisations composed of academic, government and industry personnel. Semi-structured interviews with a total of twenty scientists, engineers and managers focused on their experiences of knowledge sharing across organisational and occupational cultures, and methods used to manage these boundaries. The existence and efficacy of boundary-crossing individuals and boundary object strategies are explored. A generic process management model of innovation is extended to acknowledge and accommodate occupational and organisational cultural proclivities towards exploration or exploitation, and to stimulate future research.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent199518 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publishereContent Management
dc.publisher.placeAustralia
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom423
dc.relation.ispartofpageto437
dc.relation.ispartofissue4
dc.relation.ispartofjournalJournal of Management & Organization
dc.relation.ispartofvolume15
dc.rights.retentionY
dc.subject.fieldofresearchOrganisational Behaviour
dc.subject.fieldofresearchSpecialist Studies in Education
dc.subject.fieldofresearchBusiness and Management
dc.subject.fieldofresearchMarketing
dc.subject.fieldofresearchcode150311
dc.subject.fieldofresearchcode1303
dc.subject.fieldofresearchcode1503
dc.subject.fieldofresearchcode1505
dc.titleManaging occupational boundaries to improve innovation outcomes in industry-research organisations
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.rights.copyright© 2012 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
gro.date.issued2009
gro.hasfulltextFull Text
gro.griffith.authorFitzgerald, Anneke A.


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