Knowledge Transfer and Sharing in Globally Distributed Teams

2010 ◽  
pp. 1656-1663
Author(s):  
Ilan Oshri ◽  
Julia Kotlarsky ◽  
Paul C. van Fenema
Keyword(s):  
Information Systems ◽  
Knowledge Transfer ◽  
Product Development ◽  
Virtual Teams ◽  
New Product Development ◽  
New Product ◽  
Distributed Teams ◽  
Distributed Organizations ◽  
Is Development ◽  
Globally Distributed

Recent years have witnessed the globalisation of many industries. Consequently, globally distributed and virtual teams have become increasingly common in many areas, for example, in new product development and information systems (IS) development. Achieving successful collaborations has become a key challenge for globally distributed organizations, and it is largely dependent on teams’ ability to transfer and share knowledge.

Knowledge Transfer and Sharing in Globally Distributed Teams

2010 ◽  
pp. 789-794
Author(s):  
Ilan Oshri ◽  
Julia Kotlarsky ◽  
Paul C. van Fenema
Keyword(s):  
Information Systems ◽  
Knowledge Transfer ◽  
Product Development ◽  
Virtual Teams ◽  
New Product Development ◽  
New Product ◽  
Distributed Teams ◽  
Distributed Organizations ◽  
Is Development ◽  
Globally Distributed

Recent years have witnessed the globalisation of many industries. Consequently, globally distributed and virtual teams have become increasingly common in many areas, for example, in new product development and information systems (IS) development. Achieving successful collaborations has become a key challenge for globally distributed organizations, and it is largely dependent on teams’ ability to transfer and share knowledge.

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

Explicit Knowledge Transfers in New Product Development

2014 ◽  
Vol 5 (4) ◽  
pp. 16-50 ◽  
Author(s):  
William Acar ◽  
Alan T. Burns ◽  
Pratim Datta
Keyword(s):  
Knowledge Transfer ◽  
Product Development ◽  
New Product Development ◽  
Explicit Knowledge ◽  
Real Life ◽  
New Product ◽  
Comparative Case Study ◽  
Research Approach ◽  
Knowledge Transfers ◽  
Knowledge Levels

The literature on learning in new product development (NPD) documents the processes globally but is short on specifics. Knowledge levels are not clearly conceptualized, nor are there clear devices for documenting knowledge transfers in terms of knowledge levels. This paper presents the methods of a qualitative research approach for measuring knowledge transfer directly in terms of knowledge. The paper specifically addresses the commonly avoided dimension of knowledge, depth. The methods are derived from a real-life comparative case study exploring knowledge sharing in product development. Our focused interview approach has been refined to avoid unproductive digressions by the subjects and certain forms of bias, yet still obtain rich accounts of project events. Evidence of transfer obtained by the interviews is analysed in terms of three knowledge dimensions: scope, depth and action. Methods for aggregating and interpreting data are discussed and an operational flowchart for knowledge transfer coding is proposed.

Global New Product Development Strategies and I.T. Applications

1999 ◽  
Author(s):  
Alejandro Balbontin ◽  
Baback Yazdani
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Project Planning ◽  
Distributed Teams ◽  
Small Scale ◽  
Industrial Sectors ◽  
Collaborative Ventures ◽  
The Uk ◽  
Business Sectors

Abstract This report presents the results of the 1998 Global New Product Development Survey, carried-out by the Warwick Manufacturing Group at the University of Warwick (UK). The survey is based on a questionnaire addressed to 637 firms with turnover greater than £ 30 million ($ 45 million), operating in the UK across key industrial sectors and engaged in New Product Development (NPD). Response rate was of 8%. Global NPD practices include product standardization, the strategy used to allocate NPD centers (related to business units and geographically), the level of centralization of tasks, the level of NPD outsourcing, the use of external collaboration and the use of Information Technology (IT) applications to support the NPD process. It was found that firms with products designed for global markets have about an 8 times greater potential to export than those firms who only standardize core components. Firms that collaborate more with external entities implement universal products more easily. Based on the “pretax profit in the last four years of business activity”, the respondent firms with losses have an average of 7 business sectors, whereas the top ten profitable firms have an average of only 4 business sectors, this relationship also applies to NPD activities. It was found that firms manage the collaborative ventures through either team members or team leaders and that top management involvement is only on a small scale. IT communication tools (e-mail and video-conferencing), followed by administration tools (project-planning and presentation software) are the main priorities in firms with widely distributed teams.

The strategic use of patents and standards for new product development knowledge transfer

2015 ◽  
Vol 46 (2) ◽  
pp. 312-325 ◽  
Author(s):  
Anne-Marie Großmann ◽  
Ellen Filipović ◽  
Luisa Lazina
Keyword(s):  
Knowledge Transfer ◽  
Product Development ◽  
New Product Development ◽  
New Product
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