Globalised Adoption of Knowledge Management in New Product Development: A Conceptual Framework from Project Management Perspective

2021 ◽  
Vol 12 (1) ◽  
pp. 37-37
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
New Product Development ◽  
Success Factors ◽  
Market Competition ◽  
New Product ◽  
Development Project ◽  
Team Members ◽  
The Impact

The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management (KM) could reduce the project uncertainties, project life cycle costs, and risks of new product development (NPD). Since NPD is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of KM towards NPD will be discussed in this paper. KM are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Furthermore, the existing knowledge of the organisation can be evaluated by the actions of decision makers, hence, it is undoubted that a better knowledge can lead to measurable efficiencies in production and product development. The key success factors of KM that have been implemented will be discussed in this paper as well, which help to increase the probability of project success. Keywords: New Product Development; Project Management; Knowledge Management; Globalisation

Globalized Adoption of Knowledge Management in New Product Development: A Conceptual Framework

2021 ◽  
Vol 9 (3) ◽  
pp. 197-206
Author(s):  
Bak Aun Teoh ◽  
Wei Hong Ling ◽  
Amlus Ibrahim
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Product Development ◽  
Conceptual Framework ◽  
New Product Development ◽  
Market Competition ◽  
New Product ◽  
Success Factor ◽  
The Impact ◽  
The Relationship

Objective - The article presents the concept between the relationship of knowledge management adoption in global new product development. The growth in new knowledge and technology has substantially increased the complexity of the projects that is strongly influencing the time, cost, and quality of the project management. Due to the volatility of the current market, the effectiveness of knowledge management could reduce the project uncertainties, project life cycle costs, and risks of new product development. Since new product development is regarded as the key to innovation due to its strong connection between the knowledge and core competence, the ways how the knowledge will be captured, created, and shared among the project teams is important to remain competitive in today's business and market competition. Hence, the modes of how they are created and shared between the project team members as well as the impact of knowledge management towards new product development will be discussed in this paper. knowledge management are normally created and transferred through the conversion between explicit and tacit knowledge, which can be further applied into the project management. Methodology/Technique - The paper embarks a conceptual review of present literatures which specifically address the perspectives of project management, and simultaneously explains the relationship between the knowledge management (namely knowledge creation, knowledge sharing, knowledge utilization and key success factor) and new product development. Finding - This research ascertains the conceptual framework that relate to knowledge management and new product development that contribute to increase the probability of project success in project management. Novelty - Present study aims to shed light on the existing knowledge of the organization can be evaluated by the actions of decision makers and introduce a conceptual framework that a better knowledge can lead to measurable efficiencies in production and product development. Type of Paper - Review Keywords: New product development; project management; knowledge management; globalization; competitiveness. JEL Classification: M11, O32

Management of Knowledge in New Product Development in Portuguese Higher Education

2011 ◽  
pp. 149-168 ◽  
Author(s):  
Maria Manuel Mendes ◽  
Jorge F.S. Gomes ◽  
Bernardo Batiz-Lazo
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Development Project ◽  
Knowledge Process ◽  
Product Development Project ◽  
Knowledge Intensive ◽  
Portuguese Higher Education

This chapter uses key concepts in the knowledge management literature to analyse the procedures and practices used by a team during a new product development project. More precisely, the knowledge process or knowledge cycle is used as a means to examine issues relating to knowledge identification, creation, storage, dissemination, and application in new product development. Results from the case study also suggest that the knowledge process may be valuable in assessing the structural elements of knowledge management, but fails to provide a more comprehensive explanation of the dynamics and complexities involved. This suggests that more elaborate models are needed to explain how knowledge is created, shared and used in knowledge-intensive processes.

Between flexibility and discipline in new product development: expertise as a boundary condition

2019 ◽  
Vol 37 (1) ◽  
pp. 33-49 ◽  
Author(s):  
Daniel Robey ◽  
Karl Hellman ◽  
Isabelle Monlouis ◽  
Kenneth Nations ◽  
Wesley J. Johnston
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Market Definition ◽  
Content Type ◽  
Team Members ◽  
Award Winning ◽  
The Right ◽  
Cross Case Analysis ◽  
The Impact

Purpose The purpose of this paper is to study two aspects of new product development (NPD) success – the impact of learning and the impact of structure – are studied. Design/methodology/approach A multiple case study method within a single setting consisting of in-depth interviews of two teams that developed successful, award-winning products and two teams that developed unsuccessful products. Findings Case 1: flexibility and expertise permitted learning and radical redefinition of the product mid-project and commercial success. Case 2: flexibility enabled adding expertise which was instrumental in success, iterating permitted optimizing pricing. Case 3: flexibility led to focusing on technical issues to the exclusion of commercial viability. Case 4: flexibility led to skipping market definition and partnering with a particular customer whose situation was idiosyncratic. Cross-case analysis: flexibility in teams with both technical and commercial expertise yielded success. Flexibility permitted teams consisting of narrow experts to invest development resources in products with insufficient market. Research limitations/implications This paper argues that the right balance between structure and flexibility is dependent on the level of expertise of the members of the NPD project teams. However, getting this balance right is not a sufficient condition for NPD success. The cases were theoretically blocked to develop theoretical insight, but additional cases are needed for a strong test of theory. Practical implications The more experienced team members are, the more the project benefits from flexibility. Conversely, an inexperienced team will benefit from a more structured process. Projects require iteration. The dichotomy between structure and flexibility is false: the most expert teams benefit from some structure. The most inexperienced teams must employ flexibility to learn. Originality/value The analysis combines the virtues of the stage-gate school and the flexibility school previously thought mutually exclusive.

OPERATIONALISING KNOWLEDGE MANAGEMENT CONCEPTS: THE DEVELOPMENT OF A TECHNIQUE FOR SHARING KNOWLEDGE IN NEW PRODUCT DEVELOPMENT PROJECTS

1999 ◽  
Vol 03 (03) ◽  
pp. 307-333 ◽  
Author(s):  
RICHARD HALL ◽  
PIERPAOLO ANDRIANI
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Development Project ◽  
New Technique ◽  
Physical Sciences ◽  
Ex Post ◽  
Management Concepts ◽  
A New Technique

This paper will summarise some of the main concepts and theories which have been developed in the area of Knowledge Management and will adapt these to develop a new technique for sharing knowledge in a new product development project. The bulk of the literature on Knowledge Management has been concerned with concepts and theory, there is relatively little concerned with the operationalisation of the concepts. This paper will report the results of the testing of a new technique in an ex post case study which was carried out at Flymo Ltd. The research project has been funded by the Engineering & Physical Sciences Research Council (EPSRC).

Investigating the Impact of Knowledge Management Factors on New Product Development Performance

2011 ◽  
pp. 210-226 ◽  
Author(s):  
Belbaly Nassim
Keyword(s):  
Knowledge Management ◽  
Product Development ◽  
New Product Development ◽  
Knowledge Creation ◽  
New Product ◽  
Research Model ◽  
Management Factors ◽  
And Performance ◽  
The Impact ◽  
Npd Performance

Knowledge is recognized as an important weapon for new product development (NPD) performance, and many firms are beginning to manage the knowledge detained by their new product development processes. Researchers have investigated knowledge management factors such as enablers, creation processes, and performance. However, very few studies have explored the relationship between these factors in the context of new product development (NPD). To fill this gap, this article develops a research model which applies the knowledge management factors to the NPD context. The model includes five enablers: collaboration, trust, learning, team leadership characteristics, and t-shaped skills with an emphasis on the knowledge creation processes such as socialization, externalization, combination, and internalization. The results confirm the strong support of the research model and the impact of the independent variables (knowledge management enablers) on the dependent variables (knowledge creation and NPD performance). In light of these findings, the implications for both theory and practice are discussed.

Dynamic capabilities of new product development teams in performing radical innovation projects

2018 ◽  
Vol 10 (3) ◽  
pp. 333-349 ◽  
Author(s):  
Chonlatis Darawong
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Dynamic Capabilities ◽  
New Product ◽  
Project Performance ◽  
Content Type ◽  
Team Members ◽  
Wide Range ◽  
Efficiency And Effectiveness ◽  
The Impact

Purpose This paper aims to examine the impact of dynamic capabilities of new product development (NPD) team on project performance, including efficiency and effectiveness. Design/methodology/approach Data were collected from NPD team members who have worked on radical new product projects in large manufacturing firms in Thailand. Respondents represented different departments, including research and development (R&D), quality control, production and marketing. These individuals worked in a wide range of large manufacturing industries with an average of more than 500 employees. These industries include food, automotive, auto parts and electric and electronics products. Findings The results indicate that NPD team with sensing, learning and integrating capabilities can increase project effectiveness. In addition, teams with high learning, integrating and coordinating capabilities will enhance project efficiency. Research limitations/implications First, the research findings may not be generalizable in all aspects to other industries. Second, the use of cross-sectional data in this study may not be appropriate for testing causal relationships among constructs. Third, although the samples of this study were from a wide range of functional areas, the majority were R&D personnel. Practical implications To improve project effectiveness, project managers should consider investing in information technologies that provide a wide range of information sources, such as business research databases and academic journals. To improve project efficiency, the managers can establish both formal and informal activities during NPD projects. These social activities can provide opportunities for team members to physically meet and adjust their personal behavior to get along with each other. Originality/value These findings provide a wider picture of the beneficial role of dynamic capabilities of NPD teams toward project performance, including efficiency and effectiveness.

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