The key influencing factors of knowledge integrationin the development team of aviation complex product

PDF(869 KB)

Science Research Management ›› 2012, Vol. 33 ›› Issue (3) : 72-80.

Wang Juanru¹, Yang Jin²

Author information +

History +

Abstract

By using the method of literature searching and surveying, 11 key factors that influence knowledge integration in aviation complex product development are induced and picked up, and specific influence of each factor has on the knowledge integration is discussed. Then, relative assumptions are put forwarded, and empirical study is made which aviation complex product development teams are selected as survey objects, the method of regression analyses is used to the analyzed collected data. Lastly, two conclusions are gained, one is that the key influencing factors on knowledge integration for aviation complex product development are knowledge characteristics, product complex, incentive mechanism, integration intention, team culture, trust relationship, communication mechanism, absorptive capability, and IT capability; the other is that subjective standard and learning capability have no direct influence on knowledge integration of aviation complex product development.

Key words

aviation complex product development / knowledge integration / key influencing factor

Cite this article

EndNote

Ris (Procite)

Bibtex

Download Citations

Wang Juanru, Yang Jin. The key influencing factors of knowledge integrationin the development team of aviation complex product[J]. Science Research Management. 2012, 33(3): 72-80

References

[1] Peter Berends, Georges Romme. Simulation as a Research Tool in Management Studies [J]. European Management Journal, 1999, 17(6): 576-583. [2] Edmondson A. Psychological safety and learning behavior in work teams [J]. Administrative Science Quarterly, 1999, 44(2): 350-383. [3] 陈占夺, 汪克夷. 复杂产品系统的复杂性对知识管理的影响探讨[J]. 科学学与科学技术管理, 2007, 28(5): 101-105. [4] M.De Boer, F. Van den Bosch, H. volberda. Managing organizational knowledge integration in the emerging multimedia complex [J]. Journal of management studies, 1999 (36): 379-418. [5] Jimmy C.Huang, Sue Newell. Knowledge integration processes and dynamics within the context of cross-functional projects [J]. International Journal of Project Management, 2003 (21): 167-176. [6] 赵修正, 组织学习与知识整合[J]. 科研管理, 2003, 24(3): 52-57. [7] 陈力, 鲁若愚. 企业知识整合研究[J]. 科研管理, 2003, 24(3): 32-37. [8] 谢洪明, 吴隆增. 技术知识特性、知识整合能力和效果的关系: 一个新的理论框架[J]. 科学管理研究, 2006, 24(2): 55-59. [9] 魏江, 王铜安. 知识整合的分析框架:评价、途径与要素[J]. 西安电子科技大学学报(社科版), 2008, 18(2): 8-14. [10] Polanyi, M. The Tacit Dimension [M]. M.E Sharp Inc, NY. 1967. [11] Ikujiro Nonaka, Ryoko Toyama, Noboru Konno. SECI, Ba and Leadership: a Unified Model of Dynamic Knowledge Creation[J]. Long Range Planning, 2000, 33 (1): 5-34. [12] Simonin, Bernard L. Ambiguity and the process of knowledge transfer in strategic alliances [J]. Strategic Management Journal, 1999, 20(7): 595-623. [13] Winter, Sidney G. Szulanski, Gabriel. Replication as strategy [J]. Organization Science, 2001, 12(6): 730-743. [14] R. Grant. Prospering in dynamically-competitive environments: organizational capability as knowledge integration [J]. Organization science, 1996 (7): 375-387. [15] Mike H. Product complexity, innovation and industrial organization [J]. Research Policy, 1998, (26): 689-710. [16] Andrew Davies, Tim Brady. Policies for a complex product system [J]. Futures, 1998, 30(4): 293-304. [17] Davenport, T.H., DeLong, D.W., Beers, M.C. Successful knowledge management projects [J]. Sloan Management Review, 1998, 39 (2), 43-57. [18] Quinn, R. E, Rohrbaugh, J. A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis [J]. Management Science, 1983, 29: 363~377. [19] Lawler E E III, Mohrman S A Ledford G E Jr. Creating High Performance Organizations [M]. San Francisco: Jossey-Bass, 1995. [20] Mohrman, S. A, Cohen, A. M. Mohrman Jr. Designing Team-based Organizations: New Forms for Knowledge Work [M]. JosseyBass, San Francisco, CA, 1995 . [21] VallerandR J. Toward a Hierarchical Model of Intrinsic and Extrinsic Motivation [J]. Advances in Experimental Social Psychology, 1997, 29: 271-360. [22] Chia-Ping Yu, Chia-Yi Liu. Application of Motivation Model for Analyzing Organizational-Internal Knowledge Sharing [J]. Chiao Da Management Review, 2008, 28(1): 37-62. [23] 余福茂. 集群企业知识分享行为影响因素的实证研究[J]. 科学学研究, 2009, 27(10): 1535-1542. [24] 朱文祯, 陈哲贤. 探讨虚拟社群之知识分享行为:以在线游戏社群为例[J]. 电子商务研究, 2007, 5(1): 55-8. [25] Ryan, R. M., Deci, E. L. Self-determination Theory and the Facilitation of Intrinsic Motivation [J], Social Development, and Well-being. American Psychologist, 2000, 55(1): 68-78. [26] Leonard Barton, D. Core capability and core rigidities: A paradox in managing new product development[J]. Strategic Management Journey, 1992, 13(5): 111-125. [27] Argote L, Ingram P. Knowledge Transfer: A Basis for Competitive Advantage in Firms [J]. Organizational Behavior and Huaman Decision Processes, 2000, 82(1):150-169. [28] McGregor, J. M, Smith-Lovin, L. Homophily in voluntary organizations: Status distance and the composition of face-to-face groups [J], American Science Review. 1987, 52: 370-379. [29] Gruenfeld, D. D. H, Hollingshead, A. B. Sociocognition in work groups: The evolution of group integrative complexity and its relation to task and performance [J]. Small Group Research, 1993, 24(3): 383-405. [30] Cohen, W. M., Levinthal D. A. Absorptive capacity: A new perspective on learning and innovation [J]. Administrative Science Quarterly, 1990, 35(1): 128-152. [31] Kogut B., Zander U. Knowledge of the firm, combinative capabilities, and the replication of technology [J]. Organization Science, 1992, 3(3): 383-397.