This paper investigates the critical role of knowledge sharing (KS) in leveraging manufacturing activities, namely integrated supplier management (ISM) and new product development (NPD) to improve business performance (BP) within the context of Taiwanese electronic manufacturing companies. The research adopted a sequential mixed method research design, which provided both quantitative empirical evidence as well as qualitative insights, into the moderating effect of KS on the relationships between these two core manufacturing activities and BP. First, a questionnaire survey was administered, which resulted in a sample of 170 managerial and technical professionals providing their opinions on KS, NPD and ISM activities and the BP level within their respective companies. On the basis of the collected data, factor analysis was used to verify the measurement model, followed by correlation analysis to explore factor interrelationships, and finally moderated regression analyses to extract the moderating effects of KS on the relationships of NPD and ISM with BP. Following the quantitative study, six semi-structured interviews were conducted to provide qualitative in-depth insights into the value added from KS practices to the targeted manufacturing activities and the extent of its leveraging power. Results from quantitative statistical analysis indicated that KS, NPD and ISM all have a significant positive impact on BP. Specifically, IT infrastructure and open communication were identified as the two types of KS practices that could facilitate enriched supplier evaluation and selection, empower active employee involvement in the design process, and provide support for product simplification and the modular design process, thereby improving manufacturing performance and strengthening company competitiveness. The interviews authenticated many of the empirical findings, suggesting that in the contemporary manufacturing context KS has become an integral part of many ISM and NPD activities and when embedded properly can lead to an improvement in BP. The paper also highlights a number of useful implications for manufacturing companies seeking to leverage their BP through innovative and sustained KS practices.

Purpose-Integrated supplier management (ISM), new product development (NPD) and knowledge sharing (KS) practices are three primary business activities utilised to enhance manufacturers' business performance. The purpose of this paper is to empirically investigate the relationships between these three business activities (i.e. ISM, NPD, KS) and business performance (BP) in a Taiwanese electronics manufacturing context. Design/ methodology/ approach-A questionnaire survey was firstly administered to a sample of electronic manufacturing companies operating in Taiwan to elicit the opinions of technical and managerial professionals regarding business activities and business performance within their companies. A total of 170 respondents from 83 companies responded to the survey. Factor, correlation and path analysis was undertaken on this quantitative data set to derive the key factors which leverage business outcomes in these companies. Following empirical analysis, six semi-structured interviews were undertaken with manufacturing executives to provide qualitative insights into the underlying reasons why certain business activity factors were the strongest predictors of business performance. Findings-The investigation showed that the ISM, NPD and KS constructs all played an important role in the success of company operations and creating business outcomes. Specifically, the key factors within these constructs which derived business performance were: (1) supplier evaluation and selection; (2) design simplification and modular design; (3) IT infrastructure and systems; and (4) open communication. Accordingly, sufficient financial and human resources should be allocated to these important activities to derive accelerated rates of improved business performance. These findings were supported by the qualitative interviews with manufacturing executives. Originality/ value-The paper depicts the pathways to improved manufacturing business performance, through targeting efforts into the above mentioned factors within the ISM, NPD and KS constructs. Based on the empirical path model, and the specific insights derived from the explanatory interviews with manufacturing executives, the paper also provides a number of practical implications for manufacturing companies seeking to enhance their business performance through improved operational activities.

a griffith School of engineering, griffith university, gold Coast, australia; b Department of transport and main roads (Queensland), Brisbane, australia ABSTRACT The primary objective of this paper is to present new methods in characterising flexible pavements that possess nonlinear subgrade behavior using deflection data from falling weight deflectometer (FWD). The two techniques to be introduced are Simplified Deflection Modeling and Deflection Ratio (DefR) approach. FWD deflection data can be modelled accurately using an exponential curve in a mathematical form of Y = K 1 exp (−r/K 2 ). K 1 is equal to deflection at D 0 in micron and K 2 is the structural parameter at the respective sensor location. K 2 parameter is found to have a direct relationship with the material constant, value of the subgrade and it is taken as a measurement of the nonlinearity of the pavement layer. As K 2 increases and approaches 500, the pavement structure is observed to possess linear elastic behaviour. In the second method, the DefR is defined as the ratio of the FWD deflection of a sensor divided by the deflection of the preceding sensor. For pavements that exhibit nonlinear subgrade behavior, the DefR shows an increasing trend for FWD sensors located at 300mm and beyond. The two techniques have provided alternative approaches for modelling subgrade nonlinearity.