Software development and new product development: potentials for cross-domain knowledge sharing

2000 ◽  
Vol 47 (2) ◽  
pp. 211-220 ◽  
Author(s):  
S. Nambisan ◽  
D. Wilemon
Keyword(s):  
Software Development ◽  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Domain Knowledge ◽  
New Product ◽  
Cross Domain

The Architecture for Solving the Cross-Domain Keywords During New Product Development

2012 ◽  
Vol 605-607 ◽  
pp. 497-500
Author(s):  
Yung Chung Tsao ◽  
Kevin Chihcheng Hsu ◽  
Yin Te Tsai
Keyword(s):  
Information Systems ◽  
Product Development ◽  
New Product Development ◽  
Domain Knowledge ◽  
Knowledge Workers ◽  
New Product ◽  
Product Lifecycle Management ◽  
Case Based Reasoning ◽  
Team Members ◽  
Cross Domain

The team-members for the new product development (NPD) are recruited from different departments in the enterprises. So the team-members in the design teams range from novices to experts in NPD. The juniors developer in the design project team lack more successful product-design experiences as their seniority and skills. Therefore, those developers always query and search their problems with the limited terminology via the information systems or websites. So the results of the querying and searching always are limited to the similar domain-knowledge. The new product development (NPD) involves multidisciplinary knowledge such as accumulated experiences of knowledge-workers, and different technical and legal documents. The information systems (IS) facilitating the NPD processes often include document-based knowledge management system (KMS), Product Data Management (PDM), Product Lifecycle Management (PLM) systems etc. With these different systems, novices at various stages of NPD processes often have problems to use the exact and suitable keywords to query the problems from those information systems. The study proposes a case-based reasoning to construct a hierarchical knowledge model to record knowledge-workers’ experiences and to store the information of experiences and the recommendation of experts. The aim of the study is that the proposed architecture can query the information scattered in different information systems by using their individual-domain terminology and retrieve the better fitted results of the querying.

scholarly journals Integrating supplier knowledge in new product development projects: decoupled and coupled approaches

2017 ◽  
Vol 21 (5) ◽  
pp. 1035-1052 ◽  
Author(s):  
David T. Rosell ◽  
Nicolette Lakemond ◽  
Lisa Melander
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Knowledge Integration ◽  
New Product ◽  
Development Projects ◽  
Transfer Of Knowledge ◽  
Supplier Relationships ◽  
Content Type ◽  
Knowledge Intensive

Purpose The purpose of this paper is to explore and characterize knowledge integration approaches for integrating external knowledge of suppliers into new product development projects. Design/methodology/approach This paper is based on a multiple, in-depth case study of six product development projects at three knowledge-intensive manufacturing firms. Findings Firms make purposeful choices to devise knowledge integration approaches when working in collaborative buyer – supplier projects. The knowledge characteristics of the supplier input guide the choice of either coupling knowledge sharing and combining across firms or decoupling knowledge sharing (across firms) and knowledge combining (within firms). Research limitations/implications This study relies on a limited number of case studies and considers only one supplier relationship in each project. Further studies could examine the challenge of knowledge integration in buyer – supplier relationships in different contexts, i.e. in relation to innovation complexity and uncertainty. Practical implications Managers need to make choices when designing knowledge integration approaches in collaborative product development projects. The use of coupled and decoupled approaches can help balance requirements in terms of joint problem-solving across firms, the efficiency of knowledge integration and the risks of knowledge leakage. Originality/value The conceptualization of knowledge integration as knowledge sharing and knowledge combining extends existing perspectives on knowledge integration as either a transfer of knowledge or as revealing the presence of pertinent knowledge without entirely transmitting it. The findings point to the complexity of knowledge integration as a process influenced by knowledge characteristics, perspectives on knowledge, openness of firm boundaries and elements of knowledge sharing and combining.

The impact of social capital and knowledge sharing intention on restaurants’ new product development

2020 ◽  
Vol 32 (10) ◽  
pp. 3271-3293
Author(s):  
Mesbahuddin Chowdhury ◽  
Girish Prayag ◽  
Vidya Patwardhan ◽  
Nischal Kumar
Keyword(s):  
Social Capital ◽  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
New Product ◽  
Partial Least Square ◽  
Equation Modeling ◽  
Optimum Level ◽  
Content Type ◽  
The Impact

Purpose Using social capital theory, this study aims to investigate internal social capital (ISC) and external social capital (ESC) as determinants of knowledge sharing intention (KSI) and new product development (NPD) in high-end restaurants. Design/methodology/approach A theoretical model is developed and tested using data collected from 523 respondents (owners/proprietors, partners and managers) from high-end restaurants in Karnataka, India. Partial least square structural equation modeling is used to analyze the data. Findings The results suggest that ISC has a significant and positive influence on ESC. This highlights the important role of ISC in building ESC. While ISC has a positive relationship with KSI, ESC has no influence on KSI. KSI has a positive effect on NPD. Practical implications Restaurant managers and owners should invest time and resources in building ISC by nurturing relationships with employees and partners. Encouraging and rewarding collaborative behaviors internally will facilitate the development of external relationships. Results also suggest the existence of an optimum level of knowledge sharing with external partners in restaurants. Originality/value To the best of the authors’ knowledge, this is the first study to examine the relationship between ISC and ESC, and test the effects of both KSI and NPD in high-end restaurants.

Knowledge sharing, commitment and opportunism in new product development

2015 ◽  
Vol 35 (7) ◽  
pp. 1056-1074 ◽  
Author(s):  
Richard C M Yam ◽  
Cliff Chan
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Structural Equation ◽  
New Product ◽  
Future Research ◽  
Online Questionnaire ◽  
Managerial Implication ◽  
Content Type ◽  
Business Partners

Purpose – In today’s market, firms are riding on the wave of globalisation to enhance competitiveness through corporate collaboration in new product development (NPD). In joint NPD, huge amounts of information and knowledge are interchanged among business partners. However, industrial experience and past research have indicated that knowledge sharing among firms invite opportunism, that is, knowledge being leaked or misused by others. To determine the means to rectify the problems of opportunism in joint NPD, the purpose of this paper is to investigate the effect of commitment and knowledge sharing on opportunism. Design/methodology/approach – An online questionnaire survey was conducted to verify the research model with 312 valid responses from manufacturing firms. The survey data were analysed by structural equation modelling, and the findings were verified by follow-up interviews. Findings – Contradictory to most studies, this study finds that knowledge sharing among committed business partners suppresses, rather than invites, opportunism. Research limitations/implications – This finding is new in the literature with strong managerial implication. Firms that hesitate to share their knowledge with others because of the fear of opportunism should commit more seriously to their business partners so that they could share knowledge for better NPD. Originality/value – This study has reversed the sceptical belief of knowledge sharing leading to opportunism. This new belief will encourage corporate collaboration in joint NPD. However, for a comprehensive view on opportunism in inter-firm NPD, other governance mechanisms, that is, contract and trust, should also be studied in future research.

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