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EVALUATING BARRIERS TO KNOWLEDGE SHARING AFFECTING NEW PRODUCT DEVELOPMENT TEAM PERFORMANCE

Published on Nov 29, 2017in International Journal of Innovation Management
· DOI :10.1142/S1363919618500482
Anirban Ganguly10
Estimated H-index: 10
(Global University (GU)),
Debdeep Chatterjee1
Estimated H-index: 1
(Concordia University),
John V. Farr15
Estimated H-index: 15
(UCF: University of Central Florida)
Cite
Abstract
Manufacturing and service organisations have repeatedly stressed the importance of knowledge management and sharing as an integral part of their growth and business strategy. Unfortunately, knowledge sharing (KS) barriers or factors can have a negative influence on a new product development (NPD) project team performance can make it difficult for the organisation to achieve sustained superior performance. The purpose of this research is to identify and explore a set of important KS barriers that might negatively affect the performance of a NPD project team. Specifically, this research focussed on identifying and evaluating the barriers to development and to offer guidelines to decision makers to improve KS to foster effective processes. This research can be utilised by decision-makers to design and develop effective processes and mitigation strategies to ensure effective KS.
  • References (71)
  • Citations (2)
Cite
References71
Newest
Kai Holzweissig1
Estimated H-index: 1
,
Jonas Rundquist9
Estimated H-index: 9
Formal new product development (NPD) processes have become an important tool in NPD management. However, our understanding of what makes formal NPD process implementation successful in terms of acceptance and performance is still limited. This paper contributes to an improved understanding of factors affecting the acceptance and use of formal NPD processes. Our results show that acceptance of formal NPD processes is determined by several factors, such as ease of use, transparency of discourse, c...
Published on Jan 1, 2017
Elkin Olaguer Pérez Sánchez1
Estimated H-index: 1
(Grupo México),
Iván Darío Toro Jaramillo2
Estimated H-index: 2
(UPB: Pontifical Bolivarian University),
Blanca Yenny Hernandez Sánchez1
Estimated H-index: 1
(Grupo México)
Published on Mar 1, 2016in Journal of Strategic Information Systems4.00
Claudia Loebbecke21
Estimated H-index: 21
(University of Cologne),
Paul C. van Fenema14
Estimated H-index: 14
,
Philip Powell33
Estimated H-index: 33
(Birkbeck, University of London)
Corporate knowledge is considered a crucial determinant of sustainable competitive advantages. Recent resource-leveraging strategies emphasize inter-firm collaboration and knowledge sharing across firm boundaries, however. This strategic paradox of protecting versus sharing knowledge suggests the need for new paradigms that reconcile intra- and inter-organizational knowledge sharing. Building on organizational collaboration and control theory, this paper investigates contingencies of inter-organ...
Published on Feb 8, 2016in Journal of Knowledge Management4.60
Lyndsay Bloice3
Estimated H-index: 3
(RGU: Robert Gordon University),
Simon M. Burnett7
Estimated H-index: 7
(RGU: Robert Gordon University)
Purpose – This paper aims to build on existing theory of knowledge sharing barriers (KSBs) by exploring the concept in the relatively under-researched context of social service not-for-profit organisations. Design/methodology/approach – In this study, case study methodology was used. Practitioner staff members took part in online questionnaires, followed by semi-structured interviews with line management and middle management staff. Secondary sources from the case study organisation were also us...
Published on Apr 18, 2015in International Journal of Production Research3.20
Ting Kong1
Estimated H-index: 1
(Ministry of Education),
Gang Li14
Estimated H-index: 14
(Ministry of Education)
+ 1 AuthorsLinyan Sun16
Estimated H-index: 16
(Ministry of Education)
Our understanding on the benefits of marketing–manufacturing integration (MMI) across various stages of new product development (NPD) process is limited. Based on the resource-based view of a firm, this study empirically examines the direct and interactive effects of MMI in four stages of NPD process on three dimensions of new product performance. Survey data from 214 completed NPD projects in Chinese manufacturing firms are employed to test the developed hypotheses using hierarchical regression...
Published on Apr 7, 2015in Journal of Knowledge Management4.60
Athar Mahmood Ahmed Qureshi2
Estimated H-index: 2
(UniSA: University of South Australia),
Nina Evans9
Estimated H-index: 9
(UniSA: University of South Australia)
Purpose – This study aims to explore deterrents to knowledge-sharing in pharmaceutical manufacturing. Effective knowledge-sharing is fundamental to stimulation of the process of knowledge absorption. The limited proximal communication between the employees in the pharmaceutical industry stifles their knowledge-sharing behaviour significantly. Design/methodology/approach – A cross-sectional case study, consisting of semi-structured interviews with managers and scientists, was conducted in a multi...
Published on Jan 12, 2015in Supply Chain Management4.30
Martín Tanco11
Estimated H-index: 11
(Universidad de Montevideo),
Daniel Jurburg4
Estimated H-index: 4
(Universidad de Montevideo),
Matías Escuder1
Estimated H-index: 1
(Universidad de Montevideo)
Purpose – The purpose of this article is to create a list of supply chain (SC)-related difficulties based on the existing SC literature. It also presents an exploratory survey concerning the main difficulties which Uruguayan managers consider to have the most negative impact on their SCs. Design/methodology/approach – The survey was carried out within small- and medium-sized manufacturing and retailing companies in Uruguay, yielding 99 valid responses. A statistical analysis of the survey is int...
Published on Jan 1, 2015in R & D Management2.35
Alejandro Germán Frank11
Estimated H-index: 11
(UFRGS: Universidade Federal do Rio Grande do Sul),
José Luis Duarte Ribeiro19
Estimated H-index: 19
(UFRGS: Universidade Federal do Rio Grande do Sul),
Márcia Elisa Soares Echeveste8
Estimated H-index: 8
(UFRGS: Universidade Federal do Rio Grande do Sul)
This paper sets out a taxonomy of the main factors influencing knowledge transfer (KT) between new product development (NPD) teams, based upon a sociotechnical approach whose framework consists of personnel, technological, work design, and external environment subsystems. The taxonomy was constructed from a literature survey combined with: (1) interviews and focus groups conducted with NPD experts and (2) a principal component analysis applied to a survey of 82 companies. Such steps were necessa...
Published on Jan 1, 2015in Technovation5.25
Paavo Ritala18
Estimated H-index: 18
(Lappeenranta University of Technology),
Heidi Olander9
Estimated H-index: 9
(Lappeenranta University of Technology)
+ 1 AuthorsKenneth Husted13
Estimated H-index: 13
(University of Auckland)
Abstract External knowledge sharing and knowledge leakage often pose a strategic dilemma when firms conduct innovation activities. In this study, we focus on the positive and negative effects of this phenomenon. In particular, we empirically examine the effects of a firm׳s external knowledge sharing on its relative innovation performance under the contingencies of accidental and intentional leakage of business-critical knowledge. Results based on a survey of 150 Finnish technology-intensive firm...
Published on Nov 1, 2014in Technovation5.25
Marie Anne Le Dain1
Estimated H-index: 1
,
Valéry Merminod5
Estimated H-index: 5
(UGA: University of Grenoble)
Keywords: New Product Development (NPD) Inter-organisational Boundaries Knowledge transfer Knowledge Translation Knowledge transformation Black Grey and white box a b s t r a c t Managing supplier collaboration is increasingly cited as a key success factor in new product development (NPD) performance. Knowledge sharing between customer and supplier is a critical issue to manage collaboration but one which has only been partially investigated in the inter-organisational NPD context. This means th...
Cited By2
Newest
Published on May 1, 2019in Systems Engineering0.85
Daniel Corin Stig3
Estimated H-index: 3
(Chalmers University of Technology),
Dag Henrik Bergsjö6
Estimated H-index: 6
(Chalmers University of Technology)
Companies derive additional value from technological investments by repeatedly applying them across different product lines in their portfolios. Technology reuse strategies have helped to increase efficiency in leveraging research and development investments, but the attempts to explain how to duplicate such results for technology reuse at the engineering level are missing. While there are synergetic effects to the reuse of technologies, there are also transaction costs that limit the benefits i...
Published on Jan 1, 2019
Anirban Ganguly10
Estimated H-index: 10
(Global University (GU)),
Debdeep Chatterjee1
Estimated H-index: 1
(Concordia University),
Asim Talukdar (Global University (GU))
View next paperThe Analysis of Barriers to Knowledge Management