Collective Ambition, Creative Chaos, Information Redundancy, and Shared Knowledge in Integrated Product Development – Case Study

2007 ◽  
Vol 06 (02) ◽  
pp. 79-89
Author(s):  
Rupak Rauniar ◽  
Greg Rawski ◽  
Jeramy Meacham
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
Social Cognitive ◽  
Complex Problem ◽  
Shared Knowledge ◽  
Current Case ◽  
Integrated Product Development ◽  
Team Members ◽  
Functional Teams

The use of cross-functional teams in integrated product development (IPD) has become a common practice in industry. Despite an extant body of literature on the importance of knowledge management in cross-functional team execution, the drivers of knowledge sharing in cross-functional teams in IPD projects have not been adequately addressed. Knowledge sharing among the IPD team members help in complex problem solving and decision-making during the course of the concurrent project environment. In this article we present findings on knowledge sharing in IPD projects from our interviews with project executives from four diverse companies. Based on social cognitive and information processing theories, the current case study proposes a theoretical framework on some of the important determinants of shared knowledge. An understanding of such determinants can help managers in IPD to promote information and knowledge sharing which may lead to superior IPD project performance.

scholarly journals Innovation Management to Sustain Competitive Advantage: A Qualitative Multi-Case Study

2021 ◽  
Vol 12 (2) ◽  
pp. 107
Author(s):  
Ghayth Tahat
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Business Strategy ◽  
Innovation Management ◽  
Research Question ◽  
New Product ◽  
Shared Knowledge ◽  
Organisational Capabilities ◽  
Innovative Capabilities

The significance of innovative capabilities and new product development (NPD) in marketing and business strategy innovation has been recognised by researchers and management. Researchers and practitioners have explored and evaluated the organisational capabilities and knowledge management, too. This current paper, however, represents inadequacy of connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. Furthermore, there is insufficient knowledge and data on the effect and the involvement of organisational capabilities and integrated shared knowledge to company's success, performance, and sustainability. This paper aimed at determining whether there is a connection between organisational capabilities, innovative capabilities, new product development and integrated shared knowledge. The purpose of this paper is to investigate and explore how organisational capabilities and shared knowledge impact and contribute to innovative capabilities, new product development and innovative management. This paper has empolyed a qualitative multiple-site case study through conducting one-on-one (personal) interviews as well as conducting in-depth interviews with key decision makers from innovative and technology companies located in Texas State in the USA. This paper attempts to answer the following key research question, namely: How do organisational capabilities and shared knowledge that influence innovative capability and new product development contribute to the company’s performance, success, and sustainability? NVivo 11 Qualitative Data Analysis Software was used to import and analyse the respondent interviews. The software (NVivo 11) was also used to determine the study findings through theme analysis. The paper key finding is that organisational capabilities and shared knowledge are linked and crucial for the success of innovative capabilities and new product development. A set of recommendations for future researchers is proposed.

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

Knowledge sharing in integrated product development

2004 ◽  
Vol 7 (2) ◽  
pp. 102-112 ◽  
Author(s):  
Paul Hong ◽  
William J. Doll ◽  
Abraham Y. Nahm ◽  
Xiao Li
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
Integrated Product Development

scholarly journals Verification of the effectiveness of the Integrated Product Development paradigm for the development of sports equipment — A case study

2010 ◽  
Vol 2 (2) ◽  
pp. 2575-2580
Author(s):  
Andreas Krüger ◽  
Kerstin Witte ◽  
Eike von Specht ◽  
Sándor Vajna ◽  
Jürgen Edelmann Nusser
Keyword(s):  
Product Development ◽  
Integrated Product Development ◽  
Development Paradigm

Financial Success and Time-Management Factors in a Chemical Environment: A Case Study

2006 ◽  
Vol 37 (1) ◽  
pp. 41-51 ◽  
Author(s):  
Alan D. Smith ◽  
Frank R. Flanegin
Keyword(s):  
Product Development ◽  
Time Management ◽  
Project Team ◽  
Exploratory Research ◽  
Innovative Product ◽  
Factor Scores ◽  
Financial Success ◽  
Team Members ◽  
Project Characteristics ◽  
Functional Teams

Time management and the need for management to relinquish control to the technical team members are important complements of the project management process. However, how do firmstrackthe time spentbytheir project team members on the different tasks and assignments? In addition, how do these project characteristics associated with innovative product development impact the firm's financial success factors in the manufacturing process? An empirically based study of project managers of NOVA Chemicals, located in Pittsburgh, Pennsylvania, USA, was executed to determine which selected project characteristics positively impacted the firm's ability to enhance its financial success of its various manufacturing projects. Exploratory research via principal components and factor analyses resulted in four major independent factor score constructs of time management, cross-functional teams, management relinquishing authority, and co-location of project team members, with the varimax rotation method and eigenvalue greater than one criterion. The factor scores were used to test the hypothesis that proper management of these constructs would result in greater financial success of the manufacturing projects. The overall relationship was found to be statistically significant at the 0.05 levels of a one-tailed test (F = 3.508, p = 0.029). More importantly, the factor scores of time management and cross-functional teams, few manufacturing problems were found as the most important constructs to positively impact financial success of innovative product development projects.

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