{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,5,6]],"date-time":"2026-05-06T21:23:55Z","timestamp":1778102635595,"version":"3.51.4"},"reference-count":86,"publisher":"Emerald","issue":"7","license":[{"start":{"date-parts":[[2019,9,9]],"date-time":"2019-09-09T00:00:00Z","timestamp":1567987200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JKM"],"published-print":{"date-parts":[[2019,9,9]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>This paper aims to analyse and discuss five longitudinal case studies in which the authors have investigated how, in a specific subset of the creative industry, i.e. the arts and crafts organizations, knowledge can be systematized and transferred, becoming a real source of competitive advantage.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>As no prior empirical research on the relationship among knowledge, knowledge transfer the role of craftsmen is available, an exploratory, qualitative research design seems advisable to study the phenomenon in detail. In setting up a multiple case study, the authors established a sampling frame of criteria associated with the theoretical background and research interest of this study: the case firms had to be arts and crafts organizations well-known for the high quality and value of their artifacts and have a solid reputation for preserving the tradition and the uniqueness of their manufacturing processes.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>It has emerged the importance of craftsmen within arts and crafts organizations, whose know-how and technical skills are high valued by colleagues, by the market (customers), within the society and the territory where they operate. The knowledge acquired and retained by the craftsmen becomes therefore crucial for the survival of the arts and crafts organizations and for their profitability in the long term.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Research limitations\/implications<\/jats:title><jats:p>From the empirical investigation, it has emerged a certain unawareness at managerial level of the strategic relevance of the craftsmen knowhow and skills and of how to practically and effectively transfer their knowledge to a future generation of young craftsmen to continue to satisfy a unique and exclusive market demand. Furthermore, it has emerged the lack of a common knowledge transfer policy to different organizations. Therefore, it has not been possible to define a standard framework for the knowledge transfer process because it is influenced by the organizational structure, the management style of the organization owner (very often a family that retains the totality of the organization shares\/quota), the social context and the territory where the organization is located, as well as the target market and the specific niche of customers who buy the organization\u2019s products. This result represents a potential threat for the survival of arts and crafts organizations in the long run.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title><jats:p>A common result that has emerged is that craftsmen play a crucial role for the success of arts and crafts organizations, through the creation and production of exclusive, high value products; hence, it is crucial to preserve and transfer properly their knowhow and skills. This result is particularly relevant for the world of practice: in a time where globalization demands for the relocation of production processes and technology automates several job tasks, the variegated world of arts and crafts, where the handmade abilities and skills of craftsmen cannot be replicate, imitate or standardize, becomes extremely important for the economy of several countries, among which Italy.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Social implications<\/jats:title><jats:p>At social level, the activity of arts and crafts organizations help preserve the uniqueness and exclusivity of the heritage and culture of the territory where they are located, and reflect the tradition of such territory, the knowhow and ability of its inhabitants and help preserve this unique reservoir of competences and knowhow.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>The contribution builds on the lack of practical understanding of the relationship between knowledge and the role played by craftsmen in the knowledge transfer process within arts and crafts organizations, and how effective such process is realized. This because despite the interest of many authors toward both knowledge management and transfer within the creative industry, there is a lack of studies aimed at linking systematically these two research areas. This is a relevant issue since knowledge in creative industries mainly refers to the traditions and values at the basis of an organization\u2019s culture, tends to manifest itself in a tacit way and is difficult to analyze because it mainly exists in the mind of individuals as the result of their working experience not expressed in an explicit form.<\/jats:p><\/jats:sec>","DOI":"10.1108\/jkm-11-2018-0699","type":"journal-article","created":{"date-parts":[[2019,8,7]],"date-time":"2019-08-07T03:22:28Z","timestamp":1565148148000},"page":"1335-1354","source":"Crossref","is-referenced-by-count":39,"title":["Knowledge management and knowledge transfer in arts and crafts organizations: evidence from an exploratory multiple case-study analysis"],"prefix":"10.1108","volume":"23","author":[{"given":"Vito","family":"Manfredi Latilla","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Federico","family":"Frattini","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Antonio","family":"Messeni Petruzzelli","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]},{"given":"Martina","family":"Berner","sequence":"additional","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"issue":"4","key":"key2019093014213936700_ref001","doi-asserted-by":"crossref","first-page":"161","DOI":"10.1108\/13673270910971905","article-title":"Research on knowledge transfer in organizations: a morphology","volume":"13","year":"2009","journal-title":"Journal of Knowledge Management"},{"issue":"1","key":"key2019093014213936700_ref002","doi-asserted-by":"crossref","first-page":"107","DOI":"10.2307\/3250961","article-title":"Knowledge management and knowledge management systems: conceptual foundations and research issues","volume":"25","year":"2001","journal-title":"MIS Quarterly"},{"issue":"1","key":"key2019093014213936700_ref003","doi-asserted-by":"crossref","first-page":"150","DOI":"10.1006\/obhd.2000.2893","article-title":"Knowledge transfer: a basis for competitive advantage in firms","volume":"82","year":"2000","journal-title":"Organizational Behavior and Human Decision Processes"},{"issue":"3","key":"key2019093014213936700_ref05a","doi-asserted-by":"crossref","first-page":"5","DOI":"10.1177\/076737010802300306","article-title":"L'artisanat d'un m\u00e9tier d'art: l'exp\u00e9rience de l'authenticit\u00e9 et sa r\u00e9alisation dans les lieux de rencontre entre artisan et amateur \u00e9clair\u00e9","volume":"23","year":"2008","journal-title":"Recherche et Applications en Marketing"},{"key":"key2019093014213936700_ref06a","first-page":"8","article-title":"La promotion des m\u00e9tiers d\u2019art sur la base de l\u2019organisation spatio-temporelle de leurs acteurs: le cas des artisans en Franche-Comt\u00e9","volume-title":"9e Conf\u00e9rence internationale Arts & Cultural Management","year":"2007"},{"issue":"3","key":"key2019093014213936700_ref004","doi-asserted-by":"crossref","first-page":"656","DOI":"10.5465\/amr.1986.4306261","article-title":"Organizational culture: can it be a source of sustained competitive advantage?","volume":"11","year":"1986","journal-title":"Academy of Management Review"},{"key":"key2019093014213936700_ref005","article-title":"Leaders, laggards and the pursuit of foreign knowledge","year":"2003"},{"key":"key2019093014213936700_ref006","article-title":"The creation and sharing of knowledge","volume-title":"The Strategic Management of Intellectual Capital and Organizational Knowledge","year":"2002"},{"key":"key2019093014213936700_ref007","unstructured":"Busacca, B. 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