Research on the Effects of Knowledge Management Capabilities and Knowledge Sharing Mechanisms on New Product Development Performance in Taiwan’s High‐tech Industries

2007 ◽  
Vol 8 (2) ◽  
pp. 82-100 ◽  
Author(s):  
Pang‐Lo Liu ◽  
Chih‐Hung Tsai
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
New Product ◽  
High Tech ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

scholarly journals A Study on Knowledge Management Capabilities towards New Product Innovation Type and Development Performance of Chinese Businesses

2015 ◽  
Vol 65 (s2) ◽  
pp. 145-157 ◽  
Author(s):  
Sheng Xu
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
Product Innovation ◽  
New Product ◽  
Positive Correlation ◽  
Key Factor ◽  
Knowledge Management Capabilities ◽  
Management Capabilities ◽  
Innovation Type

A business needs to constantly innovate and reinforce the competitiveness for the survival development and sustainable management. Focus on new product development has become the key factor in modern manufacturers maintaining the competitiveness. The process and the results depend on the effective application and management of organizational knowledge that it is necessary to reinforce the capabilities in order to promote the new product development performance. With random sampling, the employees and the managers in top ten businesses of 1,000 Chinese industrial businesses are distributed 1,000 copies of questionnaire. Total 568 effective copies are retrieved, with the retrieval rate 57%. The results show 1. the significantly positive correlation between knowledge acquisition capabilities in knowledge management capabilities and new product development performance, 2. the remarkably positive correlation between knowledge transformation and application capabilities in knowledge management capabilities and new product development performance, 3. the notably positive correlation between knowledge protection capabilities in knowledge management capabilities and new product development performance, and 4. the signifi- cant moderating effects of product innovation type on the correlation between knowledge management capabilities and new product development performance. The research results are expected to provide essential contributions and suggestions for the knowledge management capabilities and the new product development of Chinese businesses.

Impact of Knowledge Management Capabilities on New Product Development and Company Performance

2018 ◽  
Vol 18 (01) ◽  
pp. 2170001
Author(s):  
Hakki Yildirmaz ◽  
M. Atilla Öner ◽  
Nicole Herrmann
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
Knowledge Creation ◽  
Structural Equation ◽  
New Product ◽  
Equation Model ◽  
Business Strategies ◽  
Company Performance ◽  
Management Capabilities

Managing knowledge is a critical challenge for organizations while it is a major potential for gaining competitive advantage. This empirical study confirms and improves a framework which proposes a link between knowledge management enablers and knowledge creation process. The model introduces improvements on the process-oriented perspective of knowledge by using the knowledge creation model by adding business strategies and market dynamism to the model. As an inter-mediator, new product development is accepted. This research provides a structural equation model (SEM) that can be referred by academicians and enables managers a tool that can be used for seeking sound strategies.

Boundary spanners’ knowledge sharing for innovation success in turbulent times

2018 ◽  
Vol 22 (5) ◽  
pp. 1061-1081 ◽  
Author(s):  
Tamara Keszey
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
New Product ◽  
Boundary Spanning ◽  
Boundary Spanners ◽  
Content Type ◽  
Market Turbulence ◽  
And Performance

PurposeThis paper aims to enrich knowledge management theory and practice by investigating how boundary spanners’ willingness to share their knowledge contributes to innovation success and by examining the contingent role of market turbulence.Design/methodology/approachCross-sectional survey data were collected from 296 top income Hungarian firms. Structural equation modelling with bootstrap procedures was used to test the hypotheses.FindingsBoundary spanners’ willingness to share their knowledge has a dual effect on innovation success, which is captured by new product development innovativeness and performance. It has a direct effect on both new product development innovativeness and performance, and it has a mediated effect on new product development performance, where new product development innovativeness serves as a mediator. The study’s results indicate that these effects are robust and not contingent on the turbulence of the firm’s marketplace.Research limitations/implicationsThis study’s respondents were managers in boundary-spanning positions charged with the task of linking the organisation with its external environment. Owing to their proximity to the external environment, their evaluation of market turbulence may be distorted.Practical implicationsMaintaining the willingness of managers in boundary-spanning positions to share what they know is essential to the continuous creation of superior new product development performance. Hence, firms should develop organisational cultures where employees’ knowledge-sharing willingness is presented as an important asset. While turbulent markets may be unpredictable and hostile, firms should not adjust their knowledge management practices.Originality/valueBuilding on the research on knowledge sharing, boundary spanning theory and contingency theory, this paper increases the understanding of the salient factors that are often implicitly assumed in mechanisms involved in transforming knowledge into new product performance. This is the first empirical study to focus on boundary spanners’ knowledge behaviour and to consider the contingent role of market turbulence in knowledge management.

Research on the Correlation Among Critical Success Factors, of Knowledge Management, Executive Degree of Knowledge Management Activities and New Product Development Performance in Taiwan's High-Tech Firms

2007 ◽  
Vol 06 (04) ◽  
pp. 261-270 ◽  
Author(s):  
Yi-Chan Chung ◽  
Chih-Hung Tsai ◽  
Yau-Wen Hsu
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
Significant Influence ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Product ◽  
High Tech ◽  
Critical Success ◽  
Intermediate Variables

Knowledge Management (KM) is an important issue in the 21st century and its execution has become a necessary process for enterprises to reach a level of sustainable development. Enterprises should value their own KM activities and accomplish the goal of sustainable operation through the promotion of effective KM activities. This research studies the impact of the critical success factors of KM on the implementation of KM activities, and its impact on new product development performance. The two intermediate variables, industry groups and the enterprise scales, are considered. After reviewing the literature, this research developed a theoretical model of the factors influencing these relationships. The research results found that the executive degree of critical KM success factors (five dimensions) revealed a significant influence on the executive degree of KM activities. The executive degree of KM activities also revealed a significant impact on new product development performance. As to the intermediate variables of industry groups and enterprise scales, this research proved that industry groups and the enterprise scales do not have any significant influence on the executive degree of KM activities or the new product development performance.

Impact of Knowledge Management Capabilities on New Product Development and Company Performance

2018 ◽  
Vol 15 (04) ◽  
pp. 1850030 ◽  
Author(s):  
Hakki Yildirmaz ◽  
M. Atilla Öner ◽  
Nicole Herrmann
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
Knowledge Creation ◽  
Structural Equation ◽  
New Product ◽  
Equation Model ◽  
Business Strategies ◽  
Company Performance ◽  
Management Capabilities

Managing knowledge is a critical challenge for organizations while it is a major potential for gaining competitive advantage. This empirical study confirms and improves a framework which proposes a link between knowledge management enablers and knowledge creation process. The model introduces improvements on the process-oriented perspective of knowledge by using the knowledge creation model by adding business strategies and market dynamism to the model. As an inter-mediator, new product development is accepted. This research provides a structural equation model (SEM) that can be referred by academicians and enables managers a tool that can be used for seeking sound strategies.

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