A gatekeeper has a strategic position in the network that allows him or her to

Little is heard these days of gatekeepers — those who take it upon themselves to find and acquire information outside their own organisations. They appear to be still alive and well. This paper is based on a survey of 125 UK managers with an interest in information on new materials. It examines their information gathering and distribution, distinguishing their behaviour from that of most other employees, and from that of key employees, both of whom also bring in information. By relating the gatekeeper's behaviour to the nature of information, it is possible to understand something of the role he plays in innovation, and something of the difficulty organisations experience accommodating such behaviour.

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    Cited by (69)

    • Making a marriage of materials: The role of gatekeepers and shepherds in the absorption of external knowledge and innovation performance

      2017, Research Policy

      Show abstractNavigate Down

      Through interviews and a large-scale survey of R&D scientists and engineers, this paper explores individuals’ attempts to absorb external knowledge, focusing on their efforts to identify and assimilate external knowledge and promote its utilization. Extant research does not explicitly address whether individuals should better specialize in certain absorption efforts or rather work as generalists dedicated to a range of efforts. We suggest that assimilation efforts increase the value of individuals’ efforts at external search and at promoting the utilization of external knowledge, which culminates in two main absorption roles that can help individuals achieve greater innovation performance. We argue that gatekeepers who combine external search with assimilation effort help to achieve innovation by contributing to building potential absorptive capacity, while shepherds who combine assimilation with utilization effort aid innovation by building realized absorptive capacity. We find support for these predictions and discuss the implications for research and managerial practice in open innovation.

    • Social networks, technology ties, and gatekeeper functionality: Implications for the performance management of R&D projects

      2017, Research Policy

      Citation Excerpt :

      They seize an important position in the evolutionary technology network, acting in the manner of problem-solving consultants and serving an indispensable role with high centrality in the network of technology ties (Shumsky and Pinker, 2003). Indeed, a significant characteristic of gatekeepers is their social networking abilities (Macdonald and Williams, 1994). Much of their expertise lies in knowing which people are reputable and proficient in specific fields, both inside and outside their firm, and in being able to quickly and effectively access, validate, and disseminate information through web-based channels (Whelan et al., 2010).

      Show abstractNavigate Down

      R&D project teams concerned with efficiency under limited resources must cohesively coordinate cooperation, interactions, and the exchange of ideas to sustain innovation. This research investigated the management of social networks, technology ties, and gatekeeper functionality from a networking perspective and examined their contribution to R&D performance, which was evaluated using data envelopment analysis. This study verified the relationships by using data from the Taiwan National Telecommunication Program, which coordinates more than 100 R&D teams in pursuing next-generation broadband technologies. The results regarding these relationships varied. The density of social networking and the outward- and novel-oriented gatekeeper functionality of a project team was found to significantly promote its R&D performance, whereas the density of technology ties exhibits no significance. Accordingly, this paper presents strategic implications for the management of projects, team interorganizational linkages, and governmental subsidy policies, and discusses the networking activities of R&D teams at the project level.

    • Thinking patterns and gut feeling in technology identification and evaluation

      2015, Technological Forecasting and Social Change

      Citation Excerpt :

      The process often involves a synthesis of prior and new knowledge and the key role which gatekeepers play is essentially one of matching and connecting these knowledge sets. They act as agents arranging and rearranging known and novel information to create a new and potentially advantageous pattern [64]. But while Allen [62] and others have identified the important position which gatekeepers have in the organizational structure and in internal knowledge flows we recommend that it is also important to analyze how the gatekeeper himself/herself recognizes and creates or matches patterns in technology identification and evaluation.

      Show abstractNavigate Down

      Foresight activities around technology selection have become increasingly important in an ‘open innovation’ environment in which both the range of potential technologies and the rate at which they are changing have been rapidly expanding. A variety of methods have been developed to support and improve the technological scanning process but the success of corporate foresight activities depends initially and heavily on the quality of information processing at the ‘front end of innovation’. Since this information activity involves individual members of the organization it is important to examine the general cognitive and intuitive abilities of these individuals. In order to enrich existing knowledge in this context, this paper explores the technology identification and evaluation process from a psychological standpoint, looking in particular at the concept of cognitive prototypes and intuition of technological gatekeepers. The findings of this study show that technological gatekeepers possess specific cognitive prototype models and thinking patterns, which exert an influence on identification and evaluation of technologies and that the number of features a thinking pattern contains is correlated with the number of years spent in a position in the organization as technological gatekeeper. Our exploration of the role of intuition also highlighted a discrepancy between the individual and the organization. While it is perceived on an individual level as a valuable tool, it is seen by technological gatekeepers as inappropriate on an organizational level. As a result, gut feeling is not always acknowledged or communicated within the organization in the technology identification and evaluation.

    • Developing new categories of knowledge acquisition, translation and dissemination by technological gatekeepers

      2015, International Journal of Information Management

      Citation Excerpt :

      Allen and Cohen (1969) identified two ways of acquiring external information: consulting knowledgeable people outside the lab or through reading the scientific literature, finding some gatekeepers relied more on the literature, others on external contacts while for Brown and Utterback (1985) external communication sources included: attending symposia, papers presented, papers published, periodical read, contact outside the lab. Technical information was imported into the firm by gatekeepers through oral rather than written material (Allan, 1977; De Meyer, 1985; MacDonald & Williams, 1994). Behaviours that distinguish gatekeepers as outlined by Klobas and McGill (1995) were: their library use, attendance at conferences, electronic information resource use, and participation in user-group activities.

      Show abstractNavigate Down

      The role played by gatekeepers who acquire external technical knowledge, translate that knowledge so as to contextualise it for their companies needs and disseminate it to key organisational personnel is of increasing importance and value to firms. This study uses a single case study to extend the existing literature on technological gatekeepers through helping to fill two theoretical gaps. Firstly, by examining how gatekeepers operate in a new functional area: a technical hardware and software product support department. Secondly, by focusing on a site where corporate information systems and repositories were used to support gatekeeping activities. This focus on new organisational and systems contexts enabled the development of new categorisations within each phase of gatekeeping activity, resulting in a revised model of gatekeeper behaviour. Two new and distinct modes of knowledge acquisition were identified: reactive acquisition to solve immediate problems and proactive acquisition that was related to emerging technologies. Whether knowledge had been validated or was provisional was identified as a new concept to be considered during the acquisition phase. The systems focus enabled a number of new forms of knowledge translation and dissemination to be categorised. Rationalised translation involved clarifying and elaborating on translations held in the corporate repository while tiered translations enabled versions of translations to be electronically available to different levels of users. While interpersonal dissemination was present the increasing reliance on information systems for dissemination diminished the traditional need for gatekeepers to expended time and energy developing social networks.

    • Drivers of innovation strategies: Testing the Tidd and Bessant (2009) model

      2015, Journal of Business Research

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      Despite innovation's importance in firm strategy and competitiveness, most innovation research fails to examine some important questions relating to innovation. This study focuses on two innovation management issues: Identification of determinants of the innovation management process and the implications of these determinants for firm innovation performance. Building on Tidd and Bessant's (2009) conceptual model, this study examines innovation capacity constructs within innovation management structures.

    • Local and cross-border SME cooperation: Effects on innovation and performance

      2014, Revista Europea de Direccion y Economia de la Empresa

      Citation Excerpt :

      Recently, researchers have especially emphasised the role of company characteristics and the actual factors that lead them to innovating (Hwang, 2004; Lemon & Sahota, 2004; Tidd & Bessant, 2009). Some studies maintain that the appearance of new ideas, fundamental to company innovation capacities, inherently depends on the creation of new knowledge (Cohen & Levinthal, 1990; Koc & Ceylan, 2007; Macdonald & Williams, 1994). In accordance with the importance of creating new ideas, there is correspondingly new relevance attributed to their correct transmission and utilisation inside companies alongside how such ideas might be shared and applied to leverage innovation (Monge, Cozzens, & Contractor, 1992; Tidd & Bessant, 2009).

      Show abstractNavigate Down

      In this paper, a study is made of the effects of local and cross-border cooperation between small and medium sized enterprises (SMEs) on company innovation and performance. In line with previous works, it is maintained that cooperation positively impacts on company performance and innovation levels, while also finding that this effect is likely to be moderated by just how the firm conceives its cooperation configuration.

      A bivariate linear model was used to test a a sample of 61 Portuguese and Spanish cross-border SMEs. The results confirm that cooperation is positively associated with company performance and innovation results. However, the cooperation configuration reveals different characteristics. It is conclude that co-operation with suppliers and qualified human resources are determining factors of local co-operation. In contrast, innovation related activities are crucial to cross-border cooperative activities. Overall, a contribution is made to the existing local and cross-border co-operation literature by demonstrating how SMEs may leverage increasing returns when able to combine innovation and cooperation.

      En este trabajo, se estudian los efectos de la cooperación local y transfronteriza entre las pequeñas y medianas empresas (PYME) sobre la innovación y el desempeño de la empresa. En línea con anteriores trabajos, mantenemos que la cooperación tiene un impacto positivo sobre el desempeño de la empresa y los niveles de innovación al mismo tiempo se constata que este efecto es probable que sea moderado por el modo cómo la empresa concibe su configuración de cooperación. Tomando una muestra de 61 PYME transfronterizas de Portugal y España, analizamos empíricamente un modelo lineal de dos variables. Nuestros resultados confirman que la cooperación se asocia positivamente con los resultados de desempeño de la empresa y de innovación. Sin embargo, la configuración de la cooperación muestra características diferentes. Llegamos a la conclusión de que la cooperación con los proveedores y recursos humanos calificados son determinantes para la cooperación local. Por el contrario, las actividades relacionadas con la innovación son fundamentales para las actividades de cooperación transfronteriza. En general, contribuimos a la literatura de cooperación local y transfronteriza existente al demostrar cómo las PYME pueden aprovechar los rendimientos crecientes, cuando sean capaz de combinar la innovación y la cooperación.

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