Prioritization of other in house projects threatens collaborations. 
Non-experimental study
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Boundary reconfigurations can have unintended consequences such as work fragmentation, marginalization of smaller groups, and loss of control. Such upsets can reinforce or recreate old boundaries or threaten identities. 
Non-experimental study
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Boundaries exist between disciplines, departments, and organizations. The most difficult boundaries to overcome are those based on identity or ideological differences and power struggles. 
Non-experimental study
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Organizations in consortia have different interests, practices and principles which contribute to boundaries, or conditions that hinder the spread of innovation. 
Non-experimental study
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Firms lagging behind in development have a financial incentive to drop out before being excluded from market monopoly, i.e. “cutting their losses”. 
Research — experimental
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Formal coordination measures can hinder innovation. For example, if headquarters dictates goals to subsidiaries with higher technological expertise.
Case study findings
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Formal methods for coordination are controlled and scheduled activities such as meetings and routine processes like document sharing. They are signified by controls on behavior and output.
Non-experimental study
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Private companies seldom disclose their development practices to protect intellectual property. 
Case study findings
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Reporting financial outcomes only presents an incomplete representation of success or failure of a whole project or product.
Literature review findings 
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Research collaborations produce a great volume of data, which must be sifted for valuable information. Knowledge gleaned from this data must be organized and made available for future use.
Literature review and case study.
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Firms undergoing R&D do so incrementally, and firms competing for the same market monopoly decide at each phase whether or not to continue based on information about the success or failure of the competition. 
Research — experimental 
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Possessing prior related knowledge aids the future absorptive capacity of a knowledge user group.  
Non-experimental study
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Segmenting knowledge into compartments and removing details makes application less apparent, and that helps protect valuable information from inadvertently being shared to a competitive disadvantage. 
Non-experimental study
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In collaborative problem solving, writing serves for “knowledge sharing, the questioning of ideas and the synergistic development of solutions”.  
Non-experimental study
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Including collaborative efforts among outcome tracking as part of a greater accountability system motivates researchers to work together. 
Non-experimental study
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Knowledge sharing across boundaries facilities creative problem solving which is good for business. 
Non-experimental study
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Publically acknowledging collaborative efforts motivates ambitious researchers to embrace collaboration. 
Non-experimental study
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Knowledge sharing provides opportunities for mutual learning, creating new knowledge and facilitating novel ideas. 
Non-experimental study
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Discoveries are often made by problem-solving thinkers whose original area of expertise is far from the original problem.
Case study analysis
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Heterogeneous knowledge among partners produces more new, novel ideas and radical progress than redundant areas of expertise.
Case study analysis
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Increasing worker autonomy increases knowledge sharing.  
Survey findings
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Using analogies to describe problems, solutions, theories, etc. is an effective means to help participants from different industries understand and discuss new concepts.
Case study analysis
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Non-financial performance measures often correlate with financial performance. This is useful for forecasting success. Customer satisfaction ratings and website performance are such metrics.
Literature review findings 
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Linking measures to strategic initiative reduces the common measures bias in evaluating performance.
Literature review findings 
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New technologies need to be screened both for market value as well as for the presence of substitute technologies. Consider the desired product performance goals rather than focusing on a specific solution, to ensure all enabling technology options are considered. It is not always necessary to invent a solution, as one may exist in another industry.
Conclusions drawn from case studies and experience.
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Social capital refers to business partnerships and open dialogues. These relationships naturally facilitate collaboration and knowledge transfer.
Case study findings
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Employees in controlled work environments generally expect external rewards for participating in KT, i.e. to receive a cash bonus or to comply with a superior’s demands. Autonomous workers are more likely to share knowledge to serve individual goals, to appear knowledgeable, or for the personal satisfaction of sharing.
Survey findings
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Alliances involving technology acquisition must ensure they have a sound business case where the purpose of the alliance is clearly defined and any Intellectual Property (IP) issues are carefully described and discussed. IP issues are particularly important when the acquired know-how needs to be customized to the NPD context. This may create co-invention scenarios where claims and ownership can become issues.
Literature review, author's industry experience with case study.
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Research execution: Face-to-face engagement with stakeholders and active participation in community-based activities can be effective KT strategies.
Applying integrated KT in Mental Health research.
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Helping research project stakeholders by translating the research into language that is understandable, with results that are relevant and applicable may improve their investment in the research.
Source: Martens ( 2005); Lavis (2005). In: Jansson, S. M., Benoit, C., Casey, L., Phillips, R., & Burns, D. (2010)

In many cases, when researchers and knowledge users meet face-to-face to jointly interpret research results, knowledge users perceptions of the utility of that research is often increased.
Source: Mohrman (2001); Rynes (2001); Huberman (1994); Walter (2003). In: Ginsburg, L.R., Lewis, S., Zackheim, L. & Casebeer, A. (2207)

For demand articulation, dialogue between end-users and producers of knowledge and information, as well as other relevant stakeholders, should take place throughout the innovation process.
Source: Douthwaite et al (2001). In: Klerkx, Laurens & Leeuwis, Cees (2007)