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Interaction Patterns in Collaborative Product Development (CPD)

Author

Listed:
  • Anyanitha Distanont

    (University of Oulu, Finland)

  • Harri Haapasalo

    (University of Oulu, Finland)

  • Tavida Kamolvej

    (Thammasat University, Thailand)

  • Sasivimol Meeampol

    (Kasetsart University, Thailand)

Abstract

Purpose – This article endeavors to provide a potential framework for analysing knowledge transfer in CPD through social network analysis (SNA). Design/methodology/approach – The survey is used to describe how the supplier and buyer worked together to transfer knowledge for developing product in practice. Findings – The results show that to enable collaboration, the effective synergy and communication and transfer of knowledge are important. In the context of CPD, this refers to the capability of individual project members to broker and the intermediate relationship between supplier and buyer by assuring the effective information and knowledge transfer and collaboration between team members. A further important issue is that the communication and knowledge transfer is different between different roles. Research limitation/implication – This study is conducted in high-tech companies. However, it could serve as the basic for conducting similar further studies in a large amount of companies and more research into a board spectrum of companies than just the high-tech.

Suggested Citation

  • Anyanitha Distanont & Harri Haapasalo & Tavida Kamolvej & Sasivimol Meeampol, 2012. "Interaction Patterns in Collaborative Product Development (CPD)," International Journal of Synergy and Research, ToKnowPress, vol. 1(2), pages 21-43.
    • Handle: RePEc:tkp:ijsrsy:v:1:y:2012:i:2:p:21-43
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    File URL: http://www.toknowpress.net/ISSN/2083-0025/vol_1_no_2_pap_2_Interaction_Patterns.pdf
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    References listed on IDEAS

    as
    1. Anyanitha Distanont & Harri Haapasalo & Bordin Rassameethes & Binshan Lin, 2011. "Developing new product through collaboration in high-tech enterprises," International Journal of Management and Enterprise Development, Inderscience Enterprises Ltd, vol. 10(1), pages 51-71.
    2. Robert Simons, 1994. "How new top managers use control systems as levers of strategic renewal," Strategic Management Journal, Wiley Blackwell, vol. 15(3), pages 169-189, March.
    3. David G. Hoopes & Steven Postrel, 1999. "Shared knowledge, “glitches,” and product development performance," Strategic Management Journal, Wiley Blackwell, vol. 20(9), pages 837-865, September.
    4. Bronder, Christoph & Pritzl, Rudolf, 1992. "Developing strategic alliances: A conceptual framework for successful co-operation," European Management Journal, Elsevier, vol. 10(4), pages 412-421, December.
    5. Daugherty, Patricia J. & Richey, R. Glenn & Roath, Anthony S. & Min, Soonhong & Chen, Haozhe & Arndt, Aaron D. & Genchev, Stefan E., 2006. "Is collaboration paying off for firms?," Business Horizons, Elsevier, vol. 49(1), pages 61-70.
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    Cited by:

    1. Anyanitha Distanont & Harri Haapasalo & Mirja Vaananen & Jari Lehto, 2012. "The Engagement between Knowledge Transfer and Requirements Engineering," International Journal of Management, Knowledge and Learning, International School for Social and Business Studies, Celje, Slovenia, vol. 1(2), pages 131-156.

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