Modular and Integral Knowledge Integration: From the Case of a Chinese IT Enterprise

2018 ◽  
Vol 17 (01) ◽  
pp. 1850012
Author(s):  
Yixuan Wang ◽  
Bowen Jiang
Keyword(s):  
Mobile Application ◽  
Knowledge Integration ◽  
Exploratory Research ◽  
Qualitative Investigation ◽  
Disciplinary Knowledge ◽  
Team Members ◽  
It Enterprise ◽  
Functional Teams ◽  
Integral Knowledge

Numerous enterprises rely on cross-functional teams (CFT) to integrate multi-disciplinary knowledge. However, unexpected results occur in many CFT projects. This exploratory research attempts to illustrate how knowledge integration (KI) is influenced by combining and bonding capabilities in CFT. After a qualitative investigation into a Chinese mobile application company, we found that if a team’s performance was poor, team members tended to work separately, which led to less communication among one another. We defined this type of KI as “modular knowledge integration (MKI)”. In contrast, teams that performed well tended to communicate sufficiently with team members and cooperate well. We called this kind of KI “integral knowledge integration (IKI)”. We propose that enterprises should include IKI rather than MKI in CFT. Additionally, if an enterprise expects to avoid MKI, “combining capability” and “bonding capability” should be improved accordingly.

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.

scholarly journals The Influence of Communication on Knowledge Integration in CFTs: A Case of Chinese Mobile Applications Enterprise

2018 ◽  
Vol 8 (3) ◽  
pp. 133
Author(s):  
Yixuan Wang
Keyword(s):  
Communication Network ◽  
Mobile Applications ◽  
Quantitative Research ◽  
Knowledge Integration ◽  
Quantitative Research Methods ◽  
Team Members ◽  
Functional Activities ◽  
Qualitative And Quantitative ◽  
Functional Teams ◽  
The Relationship

We examine the relationship between communication and knowledge integration (KI) in the context of a cross-functional teams (CFTs). Although communication is one of the most important processes for integrating knowledge in CFTs, little research examines the relationship between them. We adopt both qualitative and quantitative research methods in a Chinese mobile applications enterprise. We find that team communication plays a key role in the KI of CFTs. Team members should have sufficient communication with each other for cross-functional activities. Also, communication network structure in an enterprise can influence KI. Thus, enterprises need to select suitable team members before the project begins for effective KI in CFTs.

Optimal Team Composition: Diversity to Foster Implicit Team Incentives

2021 ◽  
Author(s):  
Jonathan Glover ◽  
Eunhee Kim
Keyword(s):  
Pay For Performance ◽  
Discount Factor ◽  
Team Composition ◽  
Team Members ◽  
Team Culture ◽  
Team Design ◽  
Functional Teams ◽  
Specialized Team ◽  
Empirical Implications ◽  
Inherent Advantage

We study optimal team design. In our model, a principal assigns either heterogeneous agents to a team (a diverse team) or homogenous agents to a team (a specialized team) to perform repeated team production. We assume that specialized teams exhibit a productive substitutability (e.g., interchangeable efforts with decreasing returns to total effort), whereas diverse teams exhibit a productive complementarity (e.g., cross-functional teams). Diverse teams have an inherent advantage in fostering desirable implicit/relational incentives that team members can provide to each other (tacit cooperation). In contrast, specialization both complicates the provision of cooperative incentives by altering the punishment agents can impose on each other for short expected career horizons and fosters undesirable implicit incentives (tacit collusion) for long expected horizons. As a result, expected compensation is first decreasing and then increasing in the discount factor for specialized teams, while expected compensation is always decreasing in the discount factor for diverse teams. We use our results to develop empirical implications about the association between team tenure and team composition, pay-for-performance sensitivity, and team culture. This paper was accepted by Brian Bushee, accounting.

Knowledge Integration in the Creative Process of Globally Distributed Teams

2010 ◽  
pp. 47-65 ◽  
Author(s):  
Rosana Silveira Reis ◽  
Ylenia Curzi
Keyword(s):  
Virtual Teams ◽  
Creative Process ◽  
Research Method ◽  
Knowledge Integration ◽  
Research Question ◽  
Distributed Teams ◽  
Structured Interviews ◽  
Time Zone ◽  
Team Members ◽  
Globally Distributed

The aim of this chapter is to analyse knowledge integration in the creative process of globally distributed teams as they develop new products. Mainstream researches and studies focus on knowledge integration in terms of transference of knowledge; they highlight its relevance with respect to innovation and creativity, and investigate the conditions that assure or inhibit it. The creative process in globally distributed teams is fairly unexplored by academic literature. With only a few exceptions, the literature focuses on virtual teams: i.e., distributed teams where factors such as culture, time zone and language are irrelevant to the development of the activities carried out by team members. The authors concentrate their efforts in looking for how knowledge integration happens in the creative process in globally distributed teams. For this reason, they shall rely on a research method founded on the notions of adequate causation and objective possibility. On this basis, they have compared two empirical cases in order to answer their research question. The authors have thus analysed six global product development projects carried out by globally distributed teams belonging to a Swedish company working with teams in France and Brazil; and an Italian company working with teams in Tunisia. The data has been gathered through participant observations, semi-structured interviews and document analysis from 2007 to 2009. This contribution is grounded in the analysis of the existing literature and in the data collected on the field.

scholarly journals The The E-Learning Module Arrangement Budgeting Based on Activity-Based Budgeting Model (Case Study: The IT Enterprise in Jakarta)

2018 ◽  
Vol 6 (10) ◽  
Author(s):  
Wayan Santiasih ◽  
Nengzih .
Keyword(s):  
Human Resources ◽  
Process Time ◽  
Management Decision ◽  
Accurate Information ◽  
Exploratory Research ◽  
Model Case ◽  
E Learning ◽  
It Enterprise ◽  
Learning Projects

Budget is one of the management decision-making tools, from activities to finance. One of the budgeting model can be applied is an Activity-Based Budgeting (ABB) model. The objective of this research is to propose the application of the ABB model in IT Enterprise in Jakarta. The object in this research is budgeting for e-learning projects that carried out by IT Enterprise in Jakarta. In the present time, the budgeting model applied is included in the traditional budgeting system, namely the Incremental budgeting model, in which the budgeting is conducted based on the budget in the previous year therefore sometimes the information used is less accurate. This research shows the differences between the ABB model and the Incremental budgeting model, as well as the evaluation of the application of each model. This research is a qualitative research, with descriptive exploratory research type in a case study. Research data was obtained from face to face interviews, observation of activities and documentation. ABB modeling is carried out by detailing activities in e-learning projects including human resources used, then compiling employee costs for these activities. The results of ABB modeling show that ABB has capabilities to provide more accurate information about activities, costs for activities, work process time, amount of human resources needed, total employee costs and project profit / loss. It can be concluded that the ABB model can provides the budgeting model needs of IT Enterprise.

An Analytical Model of Collaboration Between Engineers Working on Team and on Individual Projects

2008 ◽  
Author(s):  
Shun Takai
Keyword(s):  
Performance Evaluation ◽  
Curriculum Development ◽  
Analytical Model ◽  
Team Member ◽  
System Development ◽  
Free Riding ◽  
Team Members ◽  
Team Projects ◽  
Team Project ◽  
Functional Teams

Collaboration of engineers with diverse technical background such as those found in cross-functional teams has been addressed as a key for successful system development. Similarly, the benefit of team-based-project class is increasingly emphasized in curriculum development. In a team project, however, there is always a temptation for a team member to free-ride on other team members’ efforts (i.e., receive the same credit without contributing to the project). This paper presents an analytical model in which two engineers work on a team project, as well as individually on separate projects. The engineers receive the same performance evaluation on their team project (whether they actually contribute to the project or not), but independent evaluations on their individual projects. This paper uses the model to identify conditions that discourage free-riding and encourage collaboration between two engineers. The results of the analysis and implications to team projects in industry and in curriculum are discussed.

Facilitating Sensemaking in Knowledge Integration within Geographically Dispersed Cross-Functional Teams

2011 ◽  
pp. 60-71
Author(s):  
Thekla Rura-Polley ◽  
Ellen Baker ◽  
Igor T. Hawryszkiewycz
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Knowledge Integration ◽  
Group Support Systems ◽  
Knowledge Management System ◽  
Geographically Dispersed ◽  
Support Mechanisms ◽  
Collaborative Support ◽  
Functional Teams ◽  
Innovation Processes

This paper looks at knowledge management within geographically dispersed, cross-functional teams. In particular, it describes an electronic knowledge management system, LiveNet, that combines support for rational innovation processes with collaborative support mechanisms. These collaborative support mechanisms extend previously available group support systems by incorporating sensemaking tools.

Interdisciplinarity in the Fields of Law, Justice, and Criminology

2017 ◽  
Author(s):  
Stuart Henry
Keyword(s):  
Knowledge Production ◽  
Knowledge Integration ◽  
Levels Of Analysis ◽  
Effective Practice ◽  
Disciplinary Knowledge ◽  
Different Levels

Several models of interdisciplinarity exist in law, justice, and criminology. In law, knowledge integration is by hybridization with other disciplines (e.g., law and sociology); each contextualizes the framework of rules and procedures. Interdisciplinarity challenges law’s effective practice and complicates its penchant for logical simplicity. Criminology’s engagement with interdisciplinarity is grounded in multidisciplinary explanations of crime, integrative attempts to produce comprehensive analytical explanatory frameworks, and attempts to transcend the limits of organized disciplinary knowledge production. Criminology’s thirty-year dalliance with interdisciplinarity raises questions of whether disciplines embody interdisciplinarity, and what precisely should be integrated: concepts, propositions, or theories that address different levels of analysis (e.g., micro-meso-macro). Questions are raised about how integration should occur, in what sequence, and with what effects on causality. Many of these issues are illustrated in Robert Agnew’s Toward a Unified Criminology. Transdisciplinary approaches question what counts as knowledge and focus on multiple “knowledge formations.”

scholarly journals Breaking the Paradox: Understanding How Teams Create Developmental Space

2017 ◽  
Vol 28 (3) ◽  
pp. 366-380 ◽  
Author(s):  
Karin Derksen ◽  
Robert J. Blomme ◽  
Léon de Caluwé ◽  
Joyce Rupert ◽  
Robert Jan Simons
Keyword(s):  
Coping Strategies ◽  
Past Research ◽  
Complex Task ◽  
Exploratory Research ◽  
Team Members ◽  
Performance Orientation ◽  
Team Success ◽  
Opening Up ◽  
The Way

Past research shows that teams working on a complex task need developmental space to be successful. They can create this space in their interaction by undertaking four activities: creating future, reflecting, organizing, and dialoguing. These four activities refer to two orientations: the performance orientation, limiting the space, and the sensemaking orientation, opening up the space. Teams need them both, yet it seems inconsistent and impossible to achieve together, thus a paradox. In this exploratory research, we address the way in which teams experience and handle that “developmental space paradox,” and how it affects team success. Individual team members ( N = 70) from 12 teams were interviewed. Successful ( n = 7) and unsuccessful ( n = 5) teams were compared. The results show that successful teams experience this paradox differently than the unsuccessful teams, and that both categories choose other coping strategies to handle this paradox.

scholarly journals Volunteers’ Support of Carers of Rural People Living with Dementia to Use a Custom-Built Application

2021 ◽  
Vol 18 (18) ◽  
pp. 9909
Author(s):  
Clare Wilding ◽  
Hilary Davis ◽  
Tshepo Rasekaba ◽  
Mohammad Hamiduzzaman ◽  
Kayla Royals ◽  
...  
Keyword(s):  
Rural Communities ◽  
Mobile Application ◽  
Local Community ◽  
Inductive Reasoning ◽  
Evaluation Framework ◽  
Information Support ◽  
Rural People ◽  
Team Members ◽  
Online Technologies ◽  
Open Coding

There is great potential for human-centred technologies to enhance wellbeing for people living with dementia and their carers. The Virtual Dementia Friendly Rural Communities (Verily Connect) project aimed to increase access to information, support, and connection for carers of rural people living with dementia, via a co-designed, integrated website/mobile application (app) and Zoom videoconferencing. Volunteers were recruited and trained to assist the carers to use the Verily Connect app and videoconferencing. The overall research design was a stepped wedge open cohort randomized cluster trial involving 12 rural communities, spanning three states of Australia, with three types of participants: carers of people living with dementia, volunteers, and health/aged services staff. Data collected from volunteers (n = 39) included eight interviews and five focus groups with volunteers, and 75 process memos written by research team members. The data were analyzed using a descriptive evaluation framework and building themes through open coding, inductive reasoning, and code categorization. The volunteers reported that the Verily Connect app was easy to use and they felt they derived benefit from volunteering. The volunteers had less volunteering work than they desired due to low numbers of carer participants; they reported that older rural carers were partly reluctant to join the trial because they eschewed using online technologies, which was the reason for involving volunteers from each local community.

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