Publications by Dr. Bernhard Moos

Journal Articles (Peer Reviewed)

Moos, B., Wagner, H., Beimborn, D., and Weitzel, T. (2015)
The Contagious Power of Innovativeness: How Different Corporate Partners Contribute to a Firm's Knowledge
International Journal of Innovation Management (19:4), article 1550042, (VHB-JOURQUAL 3 Rating: B)

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As innovation is often created in networks, a company's business partners influence its innovative outcome. Although many studies investigate innovation networks as a means to explore and exploit external knowledge, virtually no research has focused on the characteristics of external partners - in particular their innovativeness. This study considers axial and lateral corporate partners and investigates the differential impact of the partners' innovativeness on a company's knowledge stocks (market, technological, organizational, process, and product knowledge). Drawing on the literature on inter-organizational networks and using survey data from the manufacturing industry, the results extend theory by revealing that not only relationships with partners but also their properties - partner innovativeness - are important for a company's knowledge stock. In essence our results suggest that the innovativeness of a firm's axial and lateral partners positively yet diversely influences its various knowledge stocks.

Moos, B., Beimborn, D., Wagner, H., and Weitzel, T. (2013)
The Role of Knowledge Management Systems for Innovation: An Absorptive Capacity Perspective
International Journal of Innovation Management (17:5), article 1359919, (VHB-JOURQUAL 3 Rating: B)

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What is the role of Knowledge Management Systems (KMS) for a firm's innovativeness and absorptive capacity (ACAP)? Research shows that a firm's capacity to acquire and utilize relevant knowledge, i.e., its absorptive capacity, is decisive for innovation success. We develop a theoretical model that links the availability and usage of KMS with a firm's ACAP and its organizational knowledge to explain its contribution for a firm's innovation success. Using data from 222 manufacturing firms we can show that the availability of a KMS in a firm affects its innovation success by contributing to its ACAP. Looking at the impact of different knowledge types on innovativeness, the results show that only technological knowledge is a substantial determinant of innovation success but not market knowledge.

Conference Articles (Peer Reviewed)

Demirbas, U., Gewald, H., and Moos, B. (2018)
The Impact of Digital Transformation on Sourcing Strategies in the Financial Services Sector: Revolution or Evolution?
Proceedings of the 24th Americas Conference on Information Systems (AMCIS), New Orleans, LA, USA

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Digital Transformation (DT) is a popular buzzword which is currently being discussed intensively in the financial sector. DT is associated with innovative digital technologies such as artificial intelligence, cloud technologies or blockchain. In order to remain competitive banks are trying to adapt their strategies in accordance with the digital change. Of course this intention entails some changes which mainly affect outsourcing and thus the sourcing strategy. This paper scrutinizes the impact of DT on sourcing strategies in the financial sector. Therefore a sourcing strategy framework is developed and interviews are applied. The results show that DT impacts the sourcing strategy of banks e.g. the strategic intention to outsource shifts from cost reduction to innovation while offshoring activities becomes less necessary. Nevertheless at the end we can conclude that DT has an evolutionary effect rather than a revolutionary one.

Wagner, H. and Moos, B. (2015)
Social capital and usefulness of external knowledge: The moderating role of group affiliation
Proceedings of the 48th Hawaii International Conference on System Sciences (HICSS), Kauai (HI)

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Studies show that social capital facilitates access to internal and external knowledge and in turn increases business value. In that respect, studies show that companies sharing some similarities such as organizational values and practices may benefit more than companies differing in various aspects. In particular, group affiliations have been shown to influence performance in specific contexts but results are mixed at best. In addition, the question of how the influence of social capital on transferring useful external knowledge might be moderated by closer affiliations between companies is virtually not addressed. Employing a survey among manufacturing companies, this paper contributes to extant research by demonstrating a moderating effect of group affiliations on the relationship between social capital and useful external knowledge.

Moos, B., Wagner, H., Beimborn, D., and Weitzel, T. (2013)
Innovation Success and Absorptive Capacity: The Combined Influence of Information Systems and Combinative Capabilities - A Theoretical Model
Proceedings of the 19th Americas Conference on Information Systems (AMCIS), Chicago (IL)

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Innovation is important for a firm's success and has been shown to be essentially influenced by absorptive capacity (ACAP). ACAP has been conceptualized by various dimensions that, in turn, rest on diverse antecedents. Currently, little is known about the impact of information systems (IS) on these dimensions of ACAP. Drawing on the complementarity argument that IS will only render an effect if jointly employed with complementary organizational capabilities, we develop a research model that elucidates the interplay of organizational capabilities, ACAP, and their effect on innovation success. In particular, we deal with combinative capabilities by splitting these organizational capabilities into mechanisms and control modes. Addressing calls in the literature and from industry, this model contributes to our understanding of how to build and improve a firm's innovation capabilities by theorizing combinative capabilities and IS as antecedents of ACAP.

Moos, B. (2013)
Managing Acquired Knowledge from Different Network Partners: The Role of Knowledge Management Systems
Proceedings of the 11th International Conference on Wirtschaftsinformatik, Leipzig
Best Paper Nomination

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One key asset of a firm is its knowledge stock comprising different knowledge domains (e.g., market, technological knowledge, etc.). This stock results from firm internal and/or external resources such as exchange partners (e.g. customers and R&D partners). The paper focuses on external partners and explores for which knowledge domain the usage of knowledge management systems (KMS) regarding the management of acquired knowledge from them is beneficial or detrimental to the organization. Further, the importance of each type of partner for knowledge creation is demonstrated. Using data from 154 firms, the results show that (1) each type of partner contributes to most of the knowledge domains, (2) KMS facilitate the management of the knowledge stock of a firm excluding the domain of product knowledge, and (3) the usage of KMS for managing acquired knowledge has two faces depending on the type of knowledge and on the type of exchange partner.

Wagner, H., Moos, B., Beimborn, D., and Weitzel, T. (2012)
The Contagious Power of Innovativeness: A Comparison of Different Types of Firm Partners
Proceedings of the Academy of Management Conference, Boston (MA)

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Continuously innovating is known to provide firms with a competitive edge over rival firms. As innovations are often created in networks, a firm's partners exert an influence on the focal firm's innovative outcome. Although many studies deal with innovation networks and open innovation as a means to explore external knowledge and exploit knowledge externally e.g., dealing with characteristics of partnership agreements, there is virtually no research regarding characteristics of external partners. Namely, whether a focal firm's partners are innovative themselves and what the effects of this innovativeness on a focal firm's innovative outcome might be. This study considers different types of partners such as customers and suppliers and deals with the differential impact of partners` innovativeness on a focal firm's knowledge stock, absorptive capacity (ACAP), and innovation success. Drawing on literature on open innovation and ACAP and employing a survey in the manufacturing industry, we show whether a certain partner types' innovativeness is linked to innovation success, knowledge stock, and ACAP of a focal firm. E.g., we found that only the innovativeness of firms organized in clusters is positively and directly linked to innovation success, while customers' innovativeness influences positively and directly certain components of ACAP and knowledge stock.

Moos, B., Wagner, H., Beimborn, D., and Weitzel, T. (2012)
Whom to ask for what knowledge? A comparison of exchange partners and their impact on knowledge types
Proceedings of the 45th Hawaii International Conference on System Sciences (HICSS), Maui (HI)

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From which sources does a firm acquire its knowledge? One of the most important key assets of a firm is its knowledge stock, which can be distinguished into different types of knowledge (e.g., market knowledge). This knowledge stock results from internal and/or from external sources such as exchange partners (e.g., customers). Our paper focuses on these external partners and investigates how the social capital residing in the relationships to these exchange partners is related to the creation of different types of knowledge. Thereby, this research generates practical guidelines for investing in a firm's network. Using data from 161 firms, the results show that (1) customers are the most important source for market knowledge; (2) regarding process, technological and organizational knowledge the combination of R&D partners and customers contributes the most; and (3) for product knowledge no single source being the most important knowledge contributor can be identified.

Moos, B., Wagner, H., Beimborn, D., and Weitzel, T. (2011)
Knowledge domains, innovation success, and knowledge management systems: Evidence from an empirical study in the manufacturing industry
Proceedings of the 2011 IFIP 8.2/Organizations and Society in Information Systems (OASIS) (Pre-ICIS Workshop), Shanghai, China

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Knowledge can be seen as a key asset of a firm for coming up with innovations. Therefore the knowledge stock of a firm comprising different domains like market or technological knowledge builds the basis for innovating successfully. Accordingly, the use of knowledge management systems is of great importance for building and enhancing the knowledge stock. The paper analyses the effect of each knowledge domain on innovations success and what the role of knowledge management systems is about within this context. Using data from 225 firms the results show that the use of knowledge management systems influences each knowledge domain positively and that for innovation success technological as well as process knowledge plays the most important role. Thereby our research gives practical guidelines for investigating into specific knowledge domains for generating innovation success.

Moos, B., Beimborn, D., Wagner, H., and Weitzel, T. (2011)
Knowledge management systems, absorptive capacity, and innovation success
Proceedings of the 19th European Conference on Information Systems (ECIS), Helsinki, Finland

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Innovation is considered a major driving force for the prosperity of firms and entire economies. Research suggests that a firm's capacity to acquire and utilize relevant knowledge from internal and external sources, i.e. its absorptive capacity (ACAP), is decisive for innovation success. But what is the role of Knowledge Management Systems (KMS) for a firm's ACAP and innovativeness? Surprisingly, despite lots of mature research on both, ACAP and KMS, there is a gap linking the two. This paper hence asks: What is the effect of knowledge management systems usage on absorptive capacity and innovation success? Responding to recent findings in the management and organizational sciences we develop a theoretical model that links the availability and usage of KMS with a firm's ACAP and its organizational knowledge to explain innovation success. An empirical evaluation using data from 224 manufacturing firms shows that a firm's KMS strongly contributes to its ACAP and catalyzes the innovation process. The results suggest that organizational knowledge is important for innovation success and that successful KMS work through enhancing particular facets of ACAP.

Moos, B., Wagner, H., Beimborn, D., and Weitzel, T. (2011)
The Role of Innovation Governance and Knowledge Management for Innovation Success
Proceedings of the 44th Hawaii International Conference on System Sciences (HICSS), Kauai (HI)

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To innovate is one of the basic functions of a firm and a competitive necessity in dynamic markets. So what management mechanisms can a firm use to foster innovation success? This paper analyzes if knowledge management (KM) and innovation governance (IG) distinguish top innovation performers. Theoretically, we scrutinize if KM and IG mechanisms, composed of systems capabilities (organizational structures, policies, and processes) and coordination capabilities, are antecedents of absorptive capacity, knowledge stock and, eventually, innovation success of a firm. Using data from 204 firms, the results show that (1) IG and KM applying firms have significantly higher innovation success resulting from higher absorptive capacity and greater knowledge stock, (2) the most important IG mechanisms are measuring innovation success, using tools for monitoring the innovation process and a structured idea management, (3) KM drives innovation generation but not its transfer to products and markets.

Beimborn, D., Moos, B., Wagner, H., and Weitzel, T. (2010)
The Impact of Knowledge Management on Absorptive Capacity
Proceedings of the 2010 IFIP 8.2/Organizations and Society in Information Systems (OASIS) (Pre-ICIS Workshop), St. Louis (MO)
(Research in Progress)

Moos, B., Beimborn, D., Wagner, H., and Weitzel, T. (2010)
Suggestions For Measuring Organizational Innovativeness: A Review
Proceedings of the 43rd Hawaii International Conference on System Sciences (HICSS), Kauai (HI)

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Innovativeness has emerged as a firm's key nonfinancial goal and as an important measure of organizational performance. But, the different measurement models used in empirical research impede the emergence of a consistent perspective on drivers and consequences of innovativeness. We reviewed 12 major journals from various disciplines and found 56 articles that provide measurement models for innovativeness. Based on reviewing and comparing these measurement models, we derive suggestions for a more comprehensive measure of innovativeness for future research.

von Stetten, A., Beimborn, D., Kuznetsova, E., and Moos, B. (2010)
The Impact of Cultural Differences on IT Nearshoring Risks from a German Perspective
Proceedings of the 43rd Hawaii International Conference on System Sciences (HICSS), Kauai (HI)

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Which nearshoring risks arise from cultural differences between German outsourcers and IT providers located in the nearshore environment? This paper focuses on the domain of IT nearshoring which is quite sparsely researched. Based on exploratory expert interviews from the IT service industry in six typical nearshoring countries from a German perspective (Bulgaria, Russia, Serbia, Lebanon, Tunisia, Turkey), we analyze which and how cultural differences influence typical outsourcing risks. We develop a causal model which derives outsourcing risk factors (such as insufficient formal communication, insufficient interaction, emotionally laden communication, and insufficiently open communication) from different cultural dimensions and links them to traditional outsourcing risk dimensions.

Beimborn, D., Moos, B., Schlosser, F., and Weitzel, T. (2009)
The Role of Client-internal Social Linkages for Outsourcing Success - An SNA Approach
Proceedings of the 15th Americas Conference on Information Systems (AMCIS), San Francisco (CA)

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What is the role of a firm's internal social relations between business departments and IT unit for the success of its IT outsourcing relationship? In this paper, we propose that the relationship between business and IT of a firm is crucial for achieving effective outsourcing management and for enabling the vendor to deliver the services as demanded. Since the business side of the client firm represents the users of the information systems but the IT unit represents the interface to the outsourcing vendor firm, interaction between both units is proposed to be required for maintaining a good outsourcing relationship. Based on a survey in the German Banking Industry and by adopting a Social Network Analysis Approach which captures the interaction structure within the client firm and thus represents an innovative scale to outsourcing research, we show that tight social linkages within the client firm lead to higher service quality achieved by the vendor firm.

Other Journal or Newspaper Articles

Wagner, H. and Moos, B. (2015)
Dauerhaft erfolgreich mit Innovationen: Innovationsfähigkeit und Netzwerke
Ideen- und Innovationsmanagement (3), 87-90

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Die beständige und dauerhafte Schaffung von Innovationen ist unabdingbar, um im internationalen Wettbewerb bestehen zu können und die eigene Wettbewerbsposition auszubauen. Doch wie erreicht man das? Dazu gibt es mehrere Antworten. Zunächst gilt es die Potenziale des eigenen Unternehmens richtig auszuschöpfen. Dabei geht es nicht nur um die Effizienz des Entwicklungsprozesses und ein kurzes "Time-To-Market". Denn auch die effiziente Entwicklung der falschen Dinge ist reine Verschwendung. Es gilt neben effizienten Prozessen, die erfolgversprechendsten Ideen zu finden und weiter zu entwickeln. Dazu sind alle Kräfte zu bündeln - intern über alle Abteilungen und Standorte hinweg als auch extern mit einem System von Partnern im Unternehmensumfeld. Die Gestaltung solcher Netzwerke - intern wie extern - ist ein Schlüssel für die unternehmenseigene Kompetenz zur Aufnahme neuen Wissens und dessen Umsetzung in Markterfolge mit innovativen Lösungen.


Wagner, H., Weitzel, T., Beimborn, D., and Moos, B. (2011)
Unternehmensnetzwerke und Innovationserfolg: Eine empirische Untersuchung im produzierenden Gewerbe
Ibidem Verlag, Stuttgart (ISBN 978-3-8382-0076-7). Online unter:

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Innovationsfähigkeit ist in vielen Unternehmen wichtigstes nicht-monetäres Ziel und somit ein entscheidender Wettbewerbsfaktor. Doch was macht Unternehmen innovativ? Das SENECA Rahmenwerk (Social Enterprise NEtworks and sustainable Competitive Advantage) fasst den derzeitigen Stand der Forschung im Bereich der Innovationsfähigkeit zusammen und untersucht die Bedeutung von Unternehmensnetzwerken, verschiedenen Wissensarten (z.B. Markt- und Technologiewissen) sowie die Fähigkeit von Unternehmen, neues Wissen aufzunehmen und auch umzusetzen. Eine Analyse unter 2.500 Unternehmen des produzierenden Gewerbes in Deutschland zeigt: (1) Innovationsführer zeichnen sich unternehmensintern durch besseres Wissens- und Innovationsmanagement und extern durch bessere Ausnutzung ihres Partnernetzwerkes aus. (2) Innovationserfolg entsteht aus den Faktoren: (2.1) Netzwerk (externes Netzwerk des Unternehmens) (2.2) Wissensstand (internes Markt-, Technologie-, Prozess-, Produkt- und Organisationswissen) (2.3) Aufnahmefähigkeit (externes Wissen aus dem Netzwerk dem eigenen Unternehmen hinzufügen können) (2.4) Umsetzungsfähigkeit (internes wie externes Wissen tatsächlich umsetzen können) Wichtige Ansatzpunkte zur Verbesserung der Innovationsfähigkeit von Unternehmen sind: (A) Technologie- und Umsetzungs-Know-how: In den meisten Unternehmen ist das Technologie-Know-how stärker ausgeprägt als das Umsetzungs-Know-how. Tatsächlich differenziert aber Letzteres besonders innovative Unternehmen vom Durchschnitt, womit Umsetzungs-Know-how zur wichtigeren Gestaltungsgröße wird. (B) Innovationsmanagement: Den größten Einfluss auf Innovations- und wirtschaftlichen Erfolg eines Unternehmens hat das Innovationsmanagement, welches dennoch in der Mehrzahl der Unternehmen unterentwickelt ist.

Beimborn, D., Blumenberg, S., König, W., Martin, S., Moos, B., Schlosser, F., and Weitzel, T. (2009)
Erfolgreiche Gestaltung partnerschaftlicher Outsourcingbeziehungen: Relationale Faktoren im Outsourcingmanagement der 1.000 größten Banken in Deutschland
Books on Demand, Norderstedt (ISBN 978-3-8391-2901-2). Online unter:

Book Chapters

Wagner, H. and Moos, B. (2014)
Knowledge Management
in: Cooper, C. (ed.): Wiley Encyclopedia of Management, 3rd Edition, Vol. 6, Hoboken, NJ: Wiley


Wagner, H. and Moos, B. (2015)
Teaching Case Reference no. 315-255-1, Heilbronn, 30.11.2015, Available at:

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The case describes the innovation system of RECARO - a German Mittelstand company and one of the world's largest supplier of aircraft seats. The emphasis is on RECARO's innovation system, in particular, processes and organizational design, and its reorganisation. The case discusses the challenges of balancing flexibility and efficiency as well as exploration and exploitaton. In addition, a special variant of the Stage-Gate process is displayed. This case study can be used in courses on a number of topics such as innovation management, product development and R&D management. The case is targeted at MBA/Executive MBA and executive education programs.

Moos, B. (2015)
What Makes Firms Innovative? The Role of External Social Networks and Internal Knowledge Capabilities for Innovation Success
Dissertation, Bamberg, 20.07.2015. Available at:

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In this PhD thesis the question "What makes firms innovative?" is evaluated. In particular, the thesis investigates the differential impact of inter-organizational social networks comprising various different corporate partners on the knowledge stock of a company, evaluates how and to what extent internal knowledge capabilities contribute to innovation success, and scrutinizes how both inter-organizational social networks and internal knowledge capabilities interact and thereby affect innovation success. Therefore, the thesis combines the social capital theory and the concept of absorptive capacity on an organizational level and applies survey data from the German manufacturing industry. Among others, the thesis shows that, first, innovativeness of external partners is contagious, second, that besides customers especially R&D partners can be valuable sources of different types of knowledge, and, third, how the usage of knowledge management systems fosters innovation success. Thereby the results contribute not only to the innovation literature and, in particular, to the open innovation literature, but also to the research fields of inter-organizational knowledge transfer, absorptive capacity, and social capital theory.