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With emerging markets representing great growth opportunities and serving as indispensable components in the global supply chain, it is unclear how well modern supply chain management theories developed in advanced markets apply to emerging markets. This study integrates the institution-based view with supply chain management literature to examine how integration capabilities can be leveraged to achieve supply chain agility in emerging markets and how the efficacy of integration capabilities is shaped by internal and external institutional contexts.

This study examines how firms in emerging markets can leverage their platform integration and knowledge integration capabilities with channel distributors to improve the supply chain agility and how such relationships are shaped by both the internal (proxy by ownership structure) and external (proxy by regional openness) institutional contexts in which firms operate. Survey and archival data collected from 207 firms operating in China, one of the largest emerging markets, were used to test the proposed research model.

The results reveal that platform integration and knowledge integration are two driving forces for supply chain agility in the emerging markets. Moreover, the results indicate that state-owned firms are able to achieve higher supply chain agility from their investments in knowledge integration with channel distributors than non-state-owned firms. While firms in regions with a high level of openness enjoy higher supply chain agility from knowledge integration, firms in regions with a low level of openness can catch up by investing in platform integration with their channel distributors.

The authors extend the extant study on supply chain integration (SCI) research to examine how operational and strategic integration with channel distributors can help the focal firm achieve supply chain agility in emerging markets. The study results also enrich the existing studies in emerging markets by revealing the importance of the institutional context in which firms operate on B2B channel management.

Effective knowledge integration is vital for decision making in interdisciplinary research (IDR) teams. However, there is a lack of knowledge about the antecedents of knowledge integration. This study aims to examine how social capital at different levels and their interaction influences knowledge integration in IDR teams. Specifically, this study explores the moderating role of team social capital in the relationship between individual social capital and knowledge integration.

A survey on 346 individuals from 46 IDR teams in a research university in China is conducted. A multilevel analysis of the hierarchical linear model is used to process the sociometric data.

Results reveal that team social capital interacts with individual social capital by influencing knowledge integration. At the individual level, tie strength and structural equivalence have a positive influence on knowledge integration. There is an inverted U-shaped relationship between betweenness centrality and knowledge integration. Furthermore, team cohesion negatively moderates the positive effect of tie strength and structural equivalence on knowledge integration. No support is found for the moderating role of team cohesion on the effect of betweenness centrality.

First, different from previous research on social capital at single levels, this study links the individual-level and the team-level views to explore the effects of social capital on knowledge integration. Second, this study enriches research on inducing factors of knowledge integration. Third, this study extends social capital research and knowledge integration research to the IDR team context.

The purpose of the study is to examine the influence of internal integration and external integration on three types of shared knowledge (shared knowledge of internal capabilities, customers, and suppliers) and whether more leads to superior firm innovation capability and product competitive advantage.

The paper draws on results from a large‐scale survey. The empirical data used in the study comprises of 245 high technology firms in Taiwan. This study applies the confirmatory factor analysis to examine the reliability and validity of the measurement model, and the structural equation modeling (SEM) to investigate the hypotheses and research model.

The results show that internal integration and external integration significantly influence shared knowledge of internal capabilities, customers and suppliers among new product development (NPD) team members. The results also indicate that team members' shared knowledge enable the firm to improve innovation capability and new product competitive advantage.

As the data used in the study was cross‐sectional, the causal relationships and the sustainability of firm and product innovative performance cannot be easily captured. Future research can examine how factors of individual traits, organizational characteristics, and external environmental factors may influence the shared knowledge and product competitive advantage.

This study emphasizes the importance of the firm's integration to utilize and share knowledge of internal capabilities, customers and suppliers effectively. Besides, the relationships among internal/external integration, shared knowledge, firm innovation capability and product competitive advantage may provide a clue regarding how firms can manage integrations and promote knowledge‐sharing culture to sustain their firm innovation capability and product competitive advantage.

As only little empirical research has been conducted on the impact of internal/external integration on the firm's innovative capability and product competitive advantage through shared knowledge, the empirical evidence reported here makes a valuable contribution in this highly important area.

Online knowledge integration has been an important concern of the online knowledge community as it can lead to various positive outcomes of online knowledge coproduction. This paper identifies online knowledge integration factors by considering group heterogeneity and group interaction process.

Based on the categorization-elaboration model (CEM) and interactive team cognition (ITC) theory, a research model that reflects the antecedent's factors and mediating factors of online knowledge integration was developed and empirically examined based on data collected from 2,339,836 data extracted from Wikipedia.

Group interaction process plays an essential mediator role in online knowledge integration. Group knowledge heterogeneity negatively influences online knowledge integration and group experience heterogeneity positively, and they both positively promote online knowledge integration through group interaction process with different paths.

Our research concerns the OKC context in one setting (Wikipedia). We expect that the results will generalize to other OKC platforms.

The findings of the study could assist the online knowledge community's organizers to understand the motivational mechanisms of online knowledge integration. Group interaction process could be regarded as the key role to promote group wisdom and maintain group independence.

We advance the understanding of the online knowledge integration and gain a richer understanding of the importance of group interaction independence for online knowledge integration based on the agreement of group wisdom. It suggested keeping group interaction independence is an important aspect for highly online knowledge integration among heterogeneity groups.

This study extends CEM and ITC theory to the domain of knowledge integration context and finds the mechanism between group heterogeneity and online knowledge integration by introducing the group interaction process.

The purpose of this paper is to investigate the effect of supply chain integration (SCI) in terms of supplier integration, customer integration, and internal integration on knowledge management (KM) and technical innovation (TI). The study also investigates the effect of KM on TI. Furthermore, the mediating effect of KM on the relationship between SCI and TI is investigated.

Study model and hypotheses were developed based on literature review. The study is based on survey data collected from 217 Jordanian manufacturing companies in electrical, electronics, machinery, and mechanical appliances industries. Exploratory factor analysis and confirmatory factor analysis were applied to assess construct validity. Direct and indirect effects were tested using structural equation modeling and bootstrap re-sampling technique.

The results reveal that supplier integration and customer integration have positive effects on KM and TI, while internal integration has not. Also, KM has a positive effect on TI. In addition, KM mediates supplier integration-TI and customer integration-TI relationships, while does not mediate internal integration-TI relationship.

Most existing studies examined the effect of KM on SCI and supply chain management. This study argues and empirically demonstrates that SCI contributes to KM capability of manufacturing companies. Moreover, this is one of the first studies to investigate the mediating role of KM on SCI-TI relationship. The paper provides evidence that external integration is superior to internal integration in enhancing KM and TI.

The aim of this paper is to adopt a study framework of network embeddedness and social capital perspective, and to explore the relationship among relationship strength, knowledge integration capability and the efficiency of knowledge transfer among technology alliance.

Empirical data were acquired through a recent survey of electrical and mechanical, biopharmaceutical and chemical industries. LISREL analysis was employed to examine the impact of relationship strength and integration capability on the efficiency of knowledge transfer.

The results verify that relationship strength has a significant positive impact on cooperative knowledge transfer and external integration capability, but it cannot influence innovative knowledge and internal integration capability. The internal knowledge integration capacity has a positive influence on the external integration capacity, but the external knowledge integration does not have significant impact on the internal integration capacity. Combined with the external integration capability, relationship strength's indirect influence on cooperative knowledge transfer is greater than the direct one.

Strengthening knowledge integration capacity is the key to improve the efficiency of knowledge transfer by taking advantage of partnerships. The enterprise should adjust the relationship strength according to the function matching of the knowledge.

This paper is one of very few that provide empirical evidence of the impact of relationship strength and integration capability on the performance of knowledge transfer. It provides necessary basis for the enterprise to lay out and establish the technology alliance, which the enterprise should adjust the type of union according to the characteristic of the knowledge during the process of planning the technology alliance. This paper also suggests that the enterprises should make full use of technology alliance to enhance the external integration ability.

The concept of entrepreneurship in platform enterprises has evolved and developed. The purpose of this paper is to explore how entrepreneurship in platform enterprises can be transformed into the sustainable innovation capability of enterprises based on knowledge integration.

This study adopts a questionnaire survey. The research samples are mainly from well-known domestic platform enterprises, EMBA students and professional online websites, 389 valid questionnaires were collected.

The results show that entrepreneurship has a positive impact on the sustainable innovation capability of platform enterprises, knowledge integration plays a partial mediating role between entrepreneurship and sustainable innovation capability of platform enterprises. Shared leadership plays a moderating role between entrepreneurship and knowledge integration and knowledge-sharing atmosphere plays a moderating role between knowledge integration and sustainable innovation capability of platform enterprises.

This paper emphasizes the key role of entrepreneurship in platform enterprises on the sustainable innovation capability and discusses the realization path of the sustainable innovation capability of platform enterprises from the perspective of knowledge integration, which is of great significance for developing the research system of entrepreneurship and promoting the construction of sustainable innovation capability of platform enterprises.

This paper aims to study knowledge integration mechanisms in an interdisciplinary research project. It develops the theoretical literature on the concept of knowledge integration, particularly the adoption of different organizational mechanisms. The research helps to explain how to adopt different integration mechanisms in the various steps of a typical university industry research project.

This research relies on a case study. The authors used three data collection techniques: internal document analysis, observation/site visits and semi-structured interviews. Documentary analysis was used to understand the organizational structure and to identify knowledge integration issues. Observation and site visits at university research laboratories were used to increase understanding on particular issues. Staff interviewed included managers and academic researchers.

Findings are primarily related to a better understanding of choices of knowledge integration mechanisms in a university industry research project. A crucial aspect was the level of mutual understanding of specialist knowledge. When project members were derived from different sides of the university-industry border, there was a major need for recurring to more structured knowledge integration mechanisms, even if the scientific background of participants was homogeneous.

Previous studies on the relationships between university and industry deals with the issue of governing the knowledge exchange on the border at a macro level; conversely, an interesting research gap is represented by knowledge integration mechanisms to be deployed on the university-industry border, especially at micro level. In this paper, the authors do not cope explicitly with university-industry coordination mechanisms but use the University-Industry border to study knowledge integration in interdisciplinary setting. The study is exploratory, which may be useful in generating future research hypotheses, connecting the features of research projects with the need to achieve knowledge integration.

The purpose of this paper is to provide insights into cross-functional team (CFT) members’ points of view on knowledge integration.

This study was conducted using Q methodology. The 22 respondents were members of CFTs in information systems development within 7 agencies of the Flemish Government administration.

The study resulted in three distinct perspectives. To the CFT player, the benefits and added value of information and knowledge diversity of CFTs outweigh the challenges of knowledge integration. By contrast, the CFT sceptic is doubtful that knowledge integration in CFTs can ever work at all. Finally, the organization critic highlights the lack of support from the organization for efficient and effective knowledge integration in CFTs.

The findings of this study suggest that CFT configurations have important implications for the development of shared team mental models and for teams’ cognitive performance.

Making CFT members aware of their peers’ mental models, ways of working and priorities could help strengthen knowledge integration. To improve knowledge integration in teams, managers should reduce knowledge boundaries that are the result of organizational structuring and power play between departments.

By focusing on daily experiences with knowledge integration, this study reveals that members of CFTs in information systems development hold contrasting perspectives on, and diverging attitudes towards, knowledge integration.

This paper aims to offer an integration point for newly acquired heterogeneous knowledge resources to be assessed if these resources qualify to be a part of a firm’s existing knowledge resource portfolio. Focus of this paper will be on the development of knowledge integration point (KIP), in addition to the factors helping in determination of this KIP, for example, manager’s judgment about the firms’ knowledge requirements, knowledge reserve a potential employee should have and firm’s existing knowledge resource portfolio.

This study includes a content analysis.

Firms should have only those resources which contribute to value creation for the customers and the organization. Presence of any other knowledge resource which does not have the ability to create value is a waste of value. It is the knowledge managers’ responsibility to decide whether a knowledge resource should be a part of a firm’s existing knowledge portfolio. This decision should be taken before the acquisition of that knowledge resource, i.e. at KIP, then it would be more easy for knowledge managers to handle and integrate them with the existing set of firm’s knowledge resources.

If the potential knowledge resource is evaluated at KIP to know its level of integration and configuration ability with the existing firms’ knowledge resource portfolio, then it will take less time and efforts to integrate. It will take such firms far ahead than those whose acquired resources took much time to integrate. Hence, resource’s integration and configuration ability levels affect the speed of integration, which ultimately provides opportunity to firms to perform well.

KIP may help to make speedier integration process, which eventually leads firms to perform better.