TY  - JOUR
AB  - Although product development is recognized as knowledge‐intensive work, we have limited understanding of its impact on product development performance. The mechanisms by which knowledge sharing contributes to strategic imperatives such as time to market and value to customers are also not well understood. Despite increased interest in knowledge sharing in cross‐functional teams, there have been few large‐scale empirical studies of its efficacy. This paper develops a model that explains how shared knowledge, defined in three types – shared knowledge of customers, suppliers, and internal capabilities – enhances process performance, as well as downstream strategic imperatives of time to market and value to customers. The model is tested using 205 responses on product development projects by US automotive engineers. The results show that shared knowledge of customers, suppliers, and internal capabilities positively affect product development performance, as well as indirectly affect downstream strategic imperatives via enhanced process performance.
VL  - 7
IS  - 2
SN  - 1460-1060
DO  - 10.1108/14601060410534393
UR  - https://doi.org/10.1108/14601060410534393
AU  - Hong Paul
AU  - Doll William J.
AU  - Nahm Abraham Y.
AU  - Li Xiao
PY  - 2004
Y1  - 2004/01/01
TI  - Knowledge sharing in integrated product development
T2  - European Journal of Innovation Management
PB  - Emerald Group Publishing Limited
SP  - 102
EP  - 112
Y2  - 2024/04/25
ER  -