000			01922cam a2200181 4500500
005			20250121093505.0
041			_afre
042			_adc
100	1	0	_aBen Arfi, Wissal _eauthor
700	1	0	_a Arzumanyan, Lusine _eauthor
700	1	0	_a Hikkerova, Lubica _eauthor
245	0	0	_aKnowledge sharing and innovation in the era of digitalization
260			_c2020.
500			_a59
520			_aIn the era of digitalization, companies are rethinking their managerial practices. For those focused on innovation, their traditional hierarchical structures are facing many obstacles and are being replaced by network-based structures. Thus, digital platforms represent new structures for better knowledge sharing and more sustained innovation. In this context, the aim of the current paper is to answer the question: What structure and operating mode should be adopted within digital platforms to facilitate knowledge sharing and foster the emergence of innovations? The empirical results of this study, based on seventy semi-structured interviews, show that the structure and operating modes of these platforms are based on the Motivation, Opportunity, and Ability (MOA) model. They are a key factor for knowledge sharing and innovation. We distinguish between a pyramidal mode that favors incremental innovation and a collegial mode that favors radical innovation. On the managerial level, we recommend several conditions necessary for the implementation of digital platforms. These conditions make it possible to overcome organizational dysfunctions. Our contributions show how firms can achieve their strategic objectives by implementing an appropriate organizational structure and operating mode through digital platforms.
786	0		_nManagement & Avenir | o 118 | 4 | 2020-09-03 | p. 63-88 | 1768-5958
856	4	1	_uhttps://shs.cairn.info/journal-management-et-avenir-2020-4-page-63?lang=en&redirect-ssocas=7080
999			_c516130 _d516130