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Knowledge sharing in integrated product development

Knowledge sharing in integrated product development Although product development is recognized as knowledge‐intensive work, we have limited understanding of its impact on product development performance. The mechanisms by which knowledge sharing contributes to strategic imperatives such as time to market and value to customers are also not well understood. Despite increased interest in knowledge sharing in cross‐functional teams, there have been few large‐scale empirical studies of its efficacy. This paper develops a model that explains how shared knowledge, defined in three types – shared knowledge of customers, suppliers, and internal capabilities – enhances process performance, as well as downstream strategic imperatives of time to market and value to customers. The model is tested using 205 responses on product development projects by US automotive engineers. The results show that shared knowledge of customers, suppliers, and internal capabilities positively affect product development performance, as well as indirectly affect downstream strategic imperatives via enhanced process performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Innovation Management Emerald Publishing

Knowledge sharing in integrated product development

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References (79)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1460-1060
DOI
10.1108/14601060410534393
Publisher site
See Article on Publisher Site

Abstract

Although product development is recognized as knowledge‐intensive work, we have limited understanding of its impact on product development performance. The mechanisms by which knowledge sharing contributes to strategic imperatives such as time to market and value to customers are also not well understood. Despite increased interest in knowledge sharing in cross‐functional teams, there have been few large‐scale empirical studies of its efficacy. This paper develops a model that explains how shared knowledge, defined in three types – shared knowledge of customers, suppliers, and internal capabilities – enhances process performance, as well as downstream strategic imperatives of time to market and value to customers. The model is tested using 205 responses on product development projects by US automotive engineers. The results show that shared knowledge of customers, suppliers, and internal capabilities positively affect product development performance, as well as indirectly affect downstream strategic imperatives via enhanced process performance.

Journal

European Journal of Innovation ManagementEmerald Publishing

Published: Jun 1, 2004

Keywords: Innovation; Knowledge management; Product development; Performance measurement (quality)

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