Localization of Knowledge and the Mobility of Engineers in Regional Networks
Management Science
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation
Competitive Implications of Interfirm Mobility
Organization Science
Competitive Implications of Interfirm Mobility
Organization Science
Expert Systems with Applications: An International Journal
Unpacking Prior Experience: How Career History Affects Job Performance
Organization Science
Mobility, Skills, and the Michigan Non-Compete Experiment
Management Science
Navel Gazing: Academic Inbreeding and Scientific Productivity
Management Science
An empirical multi-level analysis for achieving balance between incremental and radical innovations
Journal of Engineering and Technology Management
Markets for Inventors: Learning-by-Hiring as a Driver of Mobility
Management Science
Recruiting for Ideas: How Firms Exploit the Prior Inventions of New Hires
Management Science
Organizational Learning: From Experience to Knowledge
Organization Science
The Effect of Going Public on Innovative Productivity and Exploratory Search
Organization Science
Learning research in knowledge transfer
WISM'12 Proceedings of the 2012 international conference on Web Information Systems and Mining
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To investigate the conditions under which learning-by-hiring (or the acquisition of knowledge through the hiring of experts from other firms) is more likely, we study the patenting activities of engineers who moved from United States (U.S.) firms to non-U.S. firms. Statistical findings from negative binomial regressions show that mobility is more likely to result in interfirm knowledge transfer when (1) the hiring firm is less path dependent, (2) the hired engineers possess technological expertise distant from that of the hiring firm, and (3) the hired engineers work in noncore technological areas in their new firm. In addition, the results support the idea that domestic mobility and international mobility are similarly conducive to learning-by-hiring. Thus, our paper suggests that learning-by-hiring can be useful when hired engineers are used for exploring technologically distant knowledge (rather than for reinforcing existing firm expertise) and also for extending the hiring firm's geographic reach.