EVALUATING BARRIERS TO KNOWLEDGE SHARING AFFECTING NEW PRODUCT DEVELOPMENT TEAM PERFORMANCE

2018 ◽  
Vol 22 (06) ◽  
pp. 1850048 ◽  
Author(s):  
ANIRBAN GANGULY ◽  
DEBDEEP CHATTERJEE ◽  
JOHN VAIL FARR
Keyword(s):  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Team Performance ◽  
New Product ◽  
Negative Influence ◽  
Project Team ◽  
Mitigation Strategies ◽  
Decision Makers ◽  
Superior Performance

Manufacturing and service organisations have repeatedly stressed the importance of knowledge management and sharing as an integral part of their growth and business strategy. Unfortunately, knowledge sharing (KS) barriers or factors can have a negative influence on a new product development (NPD) project team performance can make it difficult for the organisation to achieve sustained superior performance. The purpose of this research is to identify and explore a set of important KS barriers that might negatively affect the performance of a NPD project team. Specifically, this research focussed on identifying and evaluating the barriers to development and to offer guidelines to decision makers to improve KS to foster effective processes. This research can be utilised by decision-makers to design and develop effective processes and mitigation strategies to ensure effective KS.

Selecting new product development team members with knowledge sharing approach

2016 ◽  
Vol 50 (2) ◽  
pp. 195-214 ◽  
Author(s):  
Peyman Akhavan ◽  
S. Mahdi Hosseini ◽  
Morteza Abbasi
Keyword(s):  
Linear Programming ◽  
Product Development ◽  
Knowledge Sharing ◽  
New Product Development ◽  
Programming Model ◽  
New Product ◽  
Project Team ◽  
Content Type ◽  
Team Members ◽  
Non Linear Programming

Purpose – The purpose of this paper is to provide a method for selection of the new product development (NPD) project team members, in such a way to maximize the expertise level of team members and at the same time, optimize knowledge sharing in the organization. Design/methodology/approach – According to the motivation-opportunity-ability framework, knowledge sharing antecedents were determined. Then, the problem of selecting appropriate members of the project team was formulated as a bi-objective integer non-linear programming model. Due to the uncertainty conditions in the evaluation of candidates, the fuzzy sets approach was used for modeling. To solve the problem, first, the non-linear programming model was converted to a linear model. Subsequently, the fuzzy bi-objective linear programming problem was solved by using an approximate algorithm. Findings – Results of applying the proposed method to an Iranian ship-building company showed its effectiveness in selecting appropriate members of the project team. Practical implications – With the aid of the proposed approach, project managers will be able to form effective project teams that while increasing the success probability of the project, facilitate the maintenance of knowledge acquired during the project lifecycle. Originality/value – This paper, for the first time, has tried to provide a method for selecting the NPD project team members, in a way that while selecting candidates with highest expertise, maximizes the sharing of knowledge among them.

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.

Leadership Role Effectiveness as a Mediator of Team Performance in New Product Development Virtual Teams

2020 ◽  
Vol 13 (4) ◽  
pp. 20-36
Author(s):  
Soo Jeoung Han ◽  
Mirim Kim ◽  
Michael Beyerlein ◽  
Darleen DeRosa
Keyword(s):  
Product Development ◽  
Virtual Teams ◽  
New Product Development ◽  
Team Performance ◽  
New Product ◽  
Leadership Role

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.

New Product Development and Manufacturability Techniques and Analytics

2018 ◽  
pp. 1079-1095
Author(s):  
Alan D. Smith
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Development Process ◽  
Risk Mitigation ◽  
New Product ◽  
Customer Relationships ◽  
Mitigation Strategies ◽  
Product Development Process ◽  
Change Factors ◽  
Integration Techniques

The following case study evaluates the New Product Development (NPD) techniques utilized by Forest City Technologies, Incorporated (FCT). Through insight gathered via interviews conducted with the company's product development and materials purchasing management teams, and supported by literature, this study attempts to show how Forest City Technologies, Inc. integrates specific components into its product development process to: 1. Meet its NPD goals, and 2. Achieve better supplier and customer relationships. This study focuses on the components of: NPD models employed by FCT, early customer and supplier involvement, NPD-innovation integration techniques, demand change factors during the NPD process, and risk-mitigation strategies implemented by FCT during the NPD process. The study is segmented into three main sections: Introduction to NPD and FCT, the components of FCTs new product development process, and NPD implications on FCTs supplier and customer relationships.

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