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 Under a Creative Commons license Open access Highlights• We develop a novel process perspective on NIHS based on the 4i framework of organizational learning. •We present a typology of NIHS countermeasures and explore their use in R&D practice. •We direct attention to a new class of indirect NIHS countermeasures. •We quantify the NIHS effect amounting to a 6.1% decrease in knowledge absorption for every one-point increase in NIHS. We demonstrate the effectiveness of perspective taking as an indirect NIHS countermeasure. AbstractThis paper builds new theory and provides supporting evidence to contain the Not-Invented-Here Syndrome (NIHS) – a persistent decision-making error arising from an attitude-based bias against external knowledge. Conceptually, we draw on the 4i framework of organizational learning to develop a novel process perspective on NIHS. This allows us not only to unpack how and where NIHS impedes organizational learning, but also to identify the key requirements for effective NIHS countermeasures. Importantly, countermeasures fall into two categories: those that seek to change the negative attitude directly (direct NIHS countermeasures) and those that seek to attenuate the behavioral impact of negative attitudes without addressing the attitudes as such (indirect NIHS countermeasures). While the evidence base on direct NIHS countermeasures has grown over the last decade, indirect NIHS countermeasures have received little research attention. To address this gap, we adopt a mixed methods research design composed of two complementary empirical studies – the first qualitative and the second quantitative. Study 1 explores the prevalence of distinct NIHS countermeasures in collaborative R&D practice. Based on 32 interviews and three focus group meetings with R&D employees, we find that a broad array of primarily direct NIHS countermeasures is employed in R&D practice. Study 2 addresses the scarcity of scholarly and managerial insights on indirect NIHS countermeasures by testing the effectiveness of perspective taking as a debiasing technique to contain negative attitudes at the level of the individual. Based on quantitative survey data from 565 global R&D projects, it provides empirical evidence not only for the prevalence and negative effects of NIHS on project success as mediated by external knowledge absorption, but also for the effectiveness of perspective taking as an exemplary indirect NIHS countermeasure. KeywordsNot-Invented-Here Syndrome Decision-making Countermeasures Debiasing Open innovation Knowledge absorption Cited by (0)© 2019 The Author(s). Published by Elsevier B.V. Which element of knowledge management faces the common problem of à ⠀ Âœnot invented Hereã â € â syndrome?Knowledge inflow faces the common problem of "Not invented here" syndrome.
Which strategy focuses on a number of foreign countries regions each of which is regarded as a standalone market worthy of significant attention and adaptation?Localization (multidomestic) strategy is an extension of the home replication strategy focusing on a number of foreign countries/regions, each regarded as a stand-alone local market worthy of significant attention and adaptation.
Which of the following is an example of tacit knowledge?Examples of tacit knowledge include: Learning how to speak another language. Innovation. Aesthetic Sense.
Which of the following is a disadvantage of the home replication strategy?Which of the following is a disadvantage of the home replication strategy? It lacks local responsiveness.
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Which element of knowledge management faces the common problem of “not invented here” syndrome?
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