{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,4,20]],"date-time":"2026-04-20T12:56:26Z","timestamp":1776689786518,"version":"3.51.2"},"reference-count":40,"publisher":"Emerald","issue":"4","content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2012,7,13]]},"abstract":"<jats:sec>\n                    <jats:title>Purpose<\/jats:title>\n                    <jats:p>The main purpose of the paper is to explore the relationship between the design of inter-organizational connections, the processes for knowledge creation and transfer, and innovation. The study aims to focus on the partnership between Firema, a medium-large Italian company in the rail industry sector, and TEST, a research consortium.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Design\/methodology\/approach<\/jats:title>\n                    <jats:p>The coordination model defining the cooperative relationship is interpreted in the temporary project network (TPN) framework. In applying the methodology of case study analysis, a semi-structured in-depth interview was used as a tool and, in particular, interviews aimed at privileged observers.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Findings<\/jats:title>\n                    <jats:p>TEST, acting as a meta-organizer, has the crucial role of organizing, governing and tuning the network of university departments, in synergy with Firema. The analysis draws attention to the possibility that TPNs are embedded in \u201clatent networks\u201d, in which inter-organizational ties are routinely activated in order to accomplish a specific project.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Practical implications<\/jats:title>\n                    <jats:p>The authors provide a pragmatic description of the TPN-related innovation activities and this may be valuable for managers and\/or policy makers who wish to know about best practices in organizing networks directed to innovation. Practical considerations and methods that increase knowledge transfer while minimizing inter-organizational coordination costs are explored.<\/jats:p>\n                  <\/jats:sec>\n                  <jats:sec>\n                    <jats:title>Originality\/value<\/jats:title>\n                    <jats:p>This study was able to expand the understanding of TPNs in two respects. First, only a few studies have adopted the TPN framework to investigate the inter-organizational coordination mechanisms among small or medium organizations. Second, the findings related to the TPN structural properties \u2013 time, team, task and context \u2013 deviate from how some have framed the ideal type TPN as in most senses unique, solving one-off tasks between relative strangers.<\/jats:p>\n                  <\/jats:sec>","DOI":"10.1108\/13673271211246176","type":"journal-article","created":{"date-parts":[[2012,7,7]],"date-time":"2012-07-07T07:08:26Z","timestamp":1341644906000},"page":"604-616","source":"Crossref","is-referenced-by-count":47,"title":["Knowledge creation and inter-organizational relationships: the development of innovation in the railway industry"],"prefix":"10.1108","volume":"16","author":[{"given":"Mario","family":"Pezzillo Iacono","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Marcello","family":"Martinez","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Gianluigi","family":"Mangia","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Caterina","family":"Galdiero","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"issue":"3","key":"2026042008264623300_b1","doi-asserted-by":"crossref","first-page":"191","DOI":"10.1016\/j.ijproman.2005.09.003","article-title":"Enabling knowledge creation and sharing in transnational projects","volume":"24","author":"Adenfeld","year":"2006","journal-title":"International Journal of Project Management"},{"issue":"4","key":"2026042008264623300_b2","doi-asserted-by":"crossref","first-page":"429","DOI":"10.1016\/j.scaman.2005.09.005","article-title":"Organizations and meta-organizations","volume":"21","author":"Ahrne","year":"2005","journal-title":"Scandinavian Journal of Management"},{"issue":"3","key":"2026042008264623300_b3","doi-asserted-by":"crossref","first-page":"425","DOI":"10.2307\/2667105","article-title":"Collaboration networks, structural holes and innovation: a longitudinal study","volume":"45","author":"Ahujia","year":"2000","journal-title":"Administrative Science Quarterly"},{"issue":"4","key":"2026042008264623300_b4","first-page":"658","article-title":"Interfirm knowledge exchanges and the knowledge creation capability of clusters","volume":"34","author":"Arikan","year":"2009","journal-title":"Academy of Management Review"},{"key":"2026042008264623300_b5","unstructured":"Bakker, R.\n          , Oerlemans, L. and Kenis, P. 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