The Study of the Impact of Knowledge Integration on New Product Development Performance

Hou, Jia-Jeng; Wang, Jhen-Jhou; Hsiao, Yu-Chen

doi:10.1007/978-3-642-33012-4_88

Cited by 3 publications

(4 citation statements)

References 10 publications

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“…e research of Liao et al [28] showed that the reason why knowledge inertia can reduce organizational innovation performance was mainly because knowledge inertia hindered the learning and circulation of new knowledge, new experience, and new thinking patterns within the organization, which made organizational members to generate enough innovative thinking collisions and thus to not stimulate organizational members to carry out in-depth thinking and thinking changes. e research of Zhou et al [33] also proved that the negative impact of knowledge inertia on the innovation performance of R&D team was mainly affected by hindering conflict communication and internal and external knowledge integration. at is to say, when the knowledge inertia level of R&D team is high, it will weaken the absorption, integration, and exchange of new knowledge within the team, showing a low level of team cognitive conflict, which will reduce R&D team creativity.…”

Section: E Mediating Role Of Team Cognitivementioning

confidence: 95%

Coping with Knowledge Inertia for Improving R&D Team Creativity by Using Structural Equation Modeling and Hierarchical Multiple Regression

Zhou

Nan

2022

Mathematical Problems in Engineering

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The study reported here examined the relationship between knowledge inertia and R&D team creativity by focusing on the mediating effect of cognitive conflict with direct and moderating effect of intentional unlearning capability to find out how to improve R&D team creativity for sustainable innovation from the perspective of coping with knowledge inertia. Data from a two-wave survey of 135 R&D teams within 67 firms in China were used to conduct the analysis of structural equation modeling and hierarchical multiple regression. Results showed that as predicted, knowledge inertia can not only decrease R&D team creativity directly but also decrease it by reducing the level of cognitive conflicts among the R&D team members, causing serious damage to R&D team creativity. In addition, intentional unlearning capability can help the R&D team reduce knowledge inertia directly and moderated the negative relationship between knowledge inertia and R&D team creativity, which was when intentional unlearning capability was high, the negative relationship between knowledge inertia and R&D team creativity would be weakened, and when it was low, the relationship would be strengthened, thus further verifying the important role of intentional unlearning capability in reducing the negative impact of knowledge inertia on R&D team creativity for sustainable innovation.

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Section: E Mediating Role Of Team Cognitivementioning

confidence: 95%

Coping with Knowledge Inertia for Improving R&D Team Creativity by Using Structural Equation Modeling and Hierarchical Multiple Regression

Zhou

Nan

2022

Mathematical Problems in Engineering

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“…A four-item scale developed by Cooper et al . (1997), Sherman et al (2005) and Zhou et al (2014a, 2014b) was used to measure an R&D team director’s perception of a team’s new product development performance. A sample item is “customers are satisfied with the products developed by our R&D team”.…”

Section: Methodsmentioning

confidence: 99%

“…Wu et al (2013) believes that the team leader’s leadership behavior has a significant effect on team performance. However, most previous studies focused on leadership behavior under Western scenarios’ (such as authorization leadership, moral leadership and knowledge leadership) impact on team performance (Wang et al , 2009; Tu et al , 2014; Zhou et al , 2014a, 2014b); few studies focused on the differential leadership which prevailed in Chinese organizations and was formed from the Guangxi (relationship) network theory. Xu et al (2006) point out that differential leadership is a leading behavior with which Chinese leaders treat subordinates distinguishingly (like “insider” or “outsider”) based on the intimacy sequence with leaders under the “rule of man” doctrine atmosphere.…”

Section: Introductionmentioning

confidence: 99%

Differential leadership, team conflict and new product development performance

Zhou

Liu

Zhang

et al. 2016

CMS

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Purpose The purpose of this paper is to investigate the impact of native Chinese R&D team directors’ differential leadership on team performance, so as to understand whether and how the directors’ differential leadership impacts team conflict, whether and how team conflict impacts new product development performance of the R&D team and whether team conflict plays full mediation on the relationship between directors’ differential leadership and new product development performance. Design/methodology/approach A literature review on differential leadership and team conflict provided the model and hypothesis. Two-wave data collected from 103 directors and 344 subordinates from 103 R&D teams of high-tech enterprises from China’s Pearl River Delta Area were used as empirical study samples. Hierarchical multiple regression analysis was conducted to test the model and hypothesis. Findings First, the team director’s differential leadership would cause significant team relationship conflict and team task conflict in the R&D team. Second, team relationship conflict and team task conflict would produce significantly bad new product development performance in the R&D team. Third, team relationship conflict would significantly mediate the relationship between the team director’s differential leadership and the team’s new product development performance. Research limitations/implications To yield broader conclusions and to show to that the results can be replicated in other areas or in other types of organizations, further empirical research should expand the sampling by choosing high-tech enterprises from Beijing and Shanghai that have strong innovative abilities. Moreover, to extend the differential leadership theory, few more related variables of consequences, such as team communication, team cooperation and team knowledge share, should be included in future studies. Practical implications In general, the native Chinese R&D department director needs to try their best to avoid the use of differential leadership style. In addition, reasonable incentive measures, promotion mechanisms and fair team work culture are needed so as to reduce the negative impact from the director’s differential leadership. Originality/value The paper is original in its investigation on how Chinese indigenous organizational factor – differential leadership – influences the R&D team’s conflict and new product development performance, and provides theoretical contribution and managerial implications for the R&D team management.

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“…External integration is divided into customer knowledge integration and technical knowledge integration under the environment of technical uncertainty and market uncertainty. According to Iansiti and Clark [10] , Zhou et al [11] designed a measurement scale of external knowledge integration ability and internal knowledge integration ability. Pan [12] measures the internal knowledge integration ability from the three aspects of internal systematization ability, internal coordination ability and internal socialization ability, and measures the outside from three aspects of external systematization ability, external coordination ability and external socialization ability.…”

Section: Knowledge Integration Capabilitymentioning

confidence: 99%

The Process, Capability and Mechanism of Knowledge Integration

Wu¹

2017

dtem

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Knowledge integration is the ability for firms to analyze, integrate and reconstruct existing knowledge, external technology and customer knowledge through systematic and social mechanisms. Dominant research mainly examines the process, capability and mechanism of knowledge integration. Knowledge integration process includes knowledge mining, knowledge transfer and knowledge fusion. Knowledge integration capability can be measured by systematic ability, cooperation ability and socialization ability. Knowledge integration mechanism includes such four mechanisms as rules and instructions, sorting, organizational routine, team problem-solving and decision-making.

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The Study of the Impact of Knowledge Integration on New Product Development Performance

Cited by 3 publications

References 10 publications

Coping with Knowledge Inertia for Improving R&D Team Creativity by Using Structural Equation Modeling and Hierarchical Multiple Regression

Coping with Knowledge Inertia for Improving R&D Team Creativity by Using Structural Equation Modeling and Hierarchical Multiple Regression

Differential leadership, team conflict and new product development performance

The Process, Capability and Mechanism of Knowledge Integration

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