Antecedents and consequences of knowledge integration in product development. An empirical evidence
The purpose of this paper is to explain product development performance through the link between knowledge management and knowledge integration. When product development teams integrate knowledge about two external entities -customers and suppliers, they acquire a better understanding of the market and of each otherÂ´s needs and capabilities, which enables them to operate and innovate better than their competitors. In this context, our theoretical framework focuses on the social enablers usually associated to knowledge management, and combine them with knowledge integration as to determine product development performance.
|Date of creation:||Mar 2008|
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- Mats Alvesson, 2001. "Odd Couple: Making Sense of the Curious Concept of Knowledge Management," Journal of Management Studies, Wiley Blackwell, vol. 38(7), pages 995-1018, November.
- Henderson, Rebecca. & Cockburn, Iain., 1994. "Measuring competence? : exploring firm effects in pharmaceutical research," Working papers 3712-94., Massachusetts Institute of Technology (MIT), Sloan School of Management.
- Markus C. Becker & Francesco Zirpoli, 2003. "Organising new product development Knowledge hollowing-out and knowledge integration," DRUID Working Papers 03-05, DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies.
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