Innovation: Its Relationships with a Knowledge Sharing Climate and Interdisciplinary Knowledge Integration in Cross-Functional Project Teams

2015 ◽  
Author(s):  
Dong Kyoon Yoo
Keyword(s):  
Knowledge Sharing ◽  
Knowledge Integration ◽  
Project Teams ◽  
Interdisciplinary Knowledge

Impacts of a Knowledge Sharing Climate and Interdisciplinary Knowledge Integration on Innovation

2017 ◽  
Vol 16 (02) ◽  
pp. 1750010
Author(s):  
Dong Kyoon Yoo
Keyword(s):  
Knowledge Sharing ◽  
Functional Diversity ◽  
Knowledge Integration ◽  
Interdisciplinary Teams ◽  
Social Capital Theory ◽  
Three Dimensions ◽  
Diverse Range ◽  
Team Members ◽  
Interdisciplinary Knowledge ◽  
Trusting Relationships

Interdisciplinary teams are often employed with the expectation of sparking innovation in their diverse range of knowledge. Empirical studies on functional diversity, however, have shown inconclusive results. The literature also illustrates that the secret, competitive, and multi-disciplinary atmosphere makes individuals reluctant to share their knowledge. To fill these research gaps, this study is to explore how innovation can be more effectively facilitated despite different mental models of interdisciplinary team members. By drawing upon social capital theory, this study presents a knowledge sharing climate (i.e. trusting relationships, openness, and learning orientations) and how the three dimensions differently influence innovation. This study also shows how interdisciplinary knowledge integration mediates between functional diversity and innovation to reconcile the mixed signal of the literature. Data were collected from 202 individual team members, and structure equation modelling was employed to test the research model. Empirical results indicate that innovation is significantly affected by interdisciplinary knowledge integration and openness. Functional diversity and trusting relationships do not have direct impacts on innovation, but they are mediated by interdisciplinary knowledge integration. The findings of this study have theoretical and practical implications which are discussed in the paper.

Knowledge-Integration Model for Networked Manufacturing

2011 ◽  
Vol 314-316 ◽  
pp. 2027-2032
Author(s):  
Jiao Jian Liu ◽  
Wen He Liao ◽  
Yu Guo ◽  
Wen Bin Wang
Keyword(s):  
Decision Making ◽  
Correlation Analysis ◽  
Knowledge Sharing ◽  
Manufacturing Process ◽  
Knowledge Integration ◽  
Decision Making Process ◽  
Networked Manufacturing ◽  
Optimum Distribution ◽  
Integration Model ◽  
Key Technologies

In order to maximize knowledge sharing and reuse in networked manufacturing process and improve the rapidity and reliability of decision-making, a knowledge-integration model and its implementation methods are proposed in this paper. First, the requirement for knowledge integration in networked manufacturing is analyzed. On this basis, a knowledge-integration model is built, and then three key technologies are studied, namely knowledge representation and organization based on ontology, knowledge correlation analysis based on complex network and knowledge supply based on decision-making context. This model provides an effective way to realize the optimum distribution of knowledge in networked manufacturing process and to improve the efficiency of decision-making process.

scholarly journals Bridging the gap: integrating external knowledge from open innovation platforms

2021 ◽  
Vol 1 (7) ◽  
Author(s):  
Marion A. Weissenberger-Eibl ◽  
Tim Hampel
Keyword(s):  
Open Innovation ◽  
Knowledge Integration ◽  
Organizational Factors ◽  
Project Teams ◽  
Negative Attitudes ◽  
Organizational Resistance ◽  
External Knowledge ◽  
Positive Effects ◽  
Innovation Activities ◽  
Project Level

AbstractWhile external knowledge has the potential to benefit a firm’s innovation activities, research shows that the positive effects of a more open model of innovation do not come naturally. This paper draws on the project level to explore the organizational factors that hamper or impede the integration of external knowledge sourced from an open innovation platform and to suggest interventions to overcome these barriers. While open innovation is mainly discussed as a concept that resides at the level of the organization, this paper draws on the project level to contribute to a multi-level understanding of open innovation and to offer a deeper understanding of the challenges project teams face, when integrating external knowledge. To investigate occurring barriers, four cases of external knowledge integration within a multinational corporation are analyzed. The results show that due to the external nature of the knowledge, an additional effort of project teams is required such as forming alliances with key individuals and changing negative attitudes towards external sources to overcome organizational resistance. Theoretical as well as practical implications are discussed.

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.

Barriers to Tacit Knowledge Sharing in Geographically Dispersed Project Teams in Oil and Gas Projects

2017 ◽  
Vol 48 (3) ◽  
pp. 41-57 ◽  
Author(s):  
Olugbenga Jide Olaniran
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Delphi Study ◽  
Oil And Gas ◽  
Information And Communications Technology ◽  
Project Teams ◽  
Global Integration ◽  
Geographically Dispersed ◽  
Tacit Knowledge Sharing ◽  
Partnership Models

Global integration, advances in information and communications technology, in addition to changing partnership models and structures, have led to the growing use of geographically dispersed project teams (GDPTs). However, relatively little is still known about the nature of barriers to tacit knowledge sharing in oil and gas projects. Consequently, this Delphi study explores the features of obstacles to tacit knowledge sharing in oil and gas project settings. The barriers were found to be personal, team, organizational, and external in nature. This article provides unique insights that can assist in the effective knowledge management across GDPTs in oil and gas projects.

The Influence of Collaborative Web on Knowledge Management, Organizational Structure and Culture in Knowledge-Intensive Companies

2011 ◽  
pp. 184-201 ◽  
Author(s):  
Kathrin Kirchner ◽  
Mladen Cudanov
Keyword(s):  
Social Networks ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Virtual Community ◽  
Project Teams ◽  
Management Change ◽  
Community Orientation ◽  
Web Tools ◽  
Knowledge Intensive

Knowledge-intensive companies are quickly changing, involving many people working in different activities. Knowledge in such companies is diverse and its proportions immense and steadily growing. The distribution of knowledge across project teams, communities of practice, and individuals is therefore an important factor. With collaborative Web, tools like wikis, blogs, or social networks are used for collaboration and knowledge sharing. In this chapter, we question what influence these tools have on knowledge management, organizational structure, and culture of knowledge-intensive companies. As a result of our interviews and surveys done in Serbia, we found that with collaborative Web, organizational structure, culture, and knowledge management change is perceived among employees and that employee’s loyalty changes from company orientation toward virtual community orientation.

scholarly journals Profiling mental health professionals in relation to perceived interprofessional collaboration on teams

2019 ◽  
Vol 7 ◽  
pp. 205031211984146
Author(s):  
Nicolas Ndibu Muntu Keba Kebe ◽  
François Chiocchio ◽  
Jean-Marie Bamvita ◽  
Marie-Josée Fleury
Keyword(s):  
Mental Health ◽  
Decision Making ◽  
Knowledge Sharing ◽  
Mental Health Professionals ◽  
Health Professionals ◽  
Knowledge Integration ◽  
Interprofessional Collaboration ◽  
Professional Role ◽  
Mutual Trust ◽  
Participation In Decision Making

Objectives: This study aims at identifying profiles of mental health professionals based on individual, interactional, structural and professional role characteristics related to interprofessional collaboration. Methods: Mental health professionals ( N = 315) working in primary health care and specialized mental health teams in four Quebec local service networks completed a self-administered questionnaire eliciting information on individual, interactional, structural and professional role characteristics. Results: Cluster analysis identified four profiles of mental health professionals. Those with the highest interprofessional collaboration scores comprised two profiles labeled “highly collaborative female professionals with fewer conflicts and more knowledge sharing and integration” and “highly collaborative male professionals with fewer conflicts, more participation in decision-making and mutual trust.” By contrast, the profile labeled “slightly collaborative professionals with high seniority, many conflicts and less knowledge integration and mutual trust” had the lowest interprofessional collaboration score. Another profile positioned between these groups was identified as “moderately collaborative female psychosocial professionals with less participation in decision-making.” Discussion and conclusion: Organizational support, participation in decision-making, knowledge sharing, knowledge integration, mutual trust, affective commitment toward the team, professional diversity and belief in the benefits of interdisciplinary collaboration were features associated with profiles where perceived interprofessional collaboration was higher. These team qualities should be strongly encouraged by mental health managers for improving interprofessional collaboration. Training is also needed to promote improvement in interprofessional collaboration competencies.

Sign in / Sign up

Export Citation Format

Share Document