Cross-functional integration as a knowledge transformation mechanism: Implications for new product development

Hirunyawipada, Tanawat; Beyerlein, Michael; Blankson, Charles

doi:10.1016/j.indmarman.2009.06.003

Cited by 91 publications

(94 citation statements)

References 122 publications

(129 reference statements)

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“…Cross-functional integration can be beneficial for communication, interaction, information sharing and coordination between functions, leading to a collaborative and interactive forum for different functions within a firm (Cheng et al, 2012;Hirunyawipada et al, 2010;Kahn, 1996;. This collaborative environment is likely to be facilitated by the existence and accumulation of social capital (Leana and Pil, 2006;Sparrowe et al, 2001).…”

Section: Hypothesesmentioning

confidence: 99%

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective

Horn

Scheffler

Schiele

2014

International Journal of Production Economics

119

137

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a b s t r a c tThe purpose of this study is to explore the link between integration and global sourcing success in international operations and by doing so, to clarify the ambiguous picture that prevails in the existing literature. Specifically, this quantitative study aims at identifying the role of the buying companies' internal and external integration with suppliers using a social capital lens. Data were collected from the central purchasing department of a multinational automotive OEM located in Germany. A sample of 82 purchasers was surveyed about their assessment of global sourcing projects, focusing on internal crossfunctional integration, external supplier integration and project success. The data were analyzed with structural equation modeling procedures, using SmartPLS. The findings indicate that internal integration is a precondition for external integration with suppliers, which accordingly has a strong positive influence on global sourcing success. Surprisingly, the direct relationship between internal and external integration was not significant, indicating a mediating role of social capital within this relationship. The theoretical originality lies in the use of the social capital theory and its three dimensions: cognitive, structural and relational capital for both internal and external integration, and in the connection between integration and global sourcing success. From a practical perspective, it can be recommended that managers distinguish between an internal and an external perspective. Internally, the focus should lie on the clear communication of common goals and norms, whereas externally, the definition of mutual contact points between organizations is of higher importance.

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Section: Hypothesesmentioning

confidence: 99%

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective

Horn

Scheffler

Schiele

2014

International Journal of Production Economics

119

137

View full text Add to dashboard Cite

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“…Centrality is another structural characteristic of the network. Individuals occupying a central position in networks can acquire non-redundant and diverse information more quickly than others (Hirunyawipada et al, 2010), which leads to innovative performance in companies. Occupying a central position in a network generates competitive advantage since it increases the accessibility of unique sources of knowledge and information (Tsai, 2001).…”

Section: Emotional Intelligence and Sme Performance: The Mediating Romentioning

confidence: 99%

The influence of network effects on SME performance

Naudé

Zaefarian

Tavani

et al. 2014

Industrial Marketing Management

103

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The notions that firms are embedded within complex networks, and that managers spend time actively networking, have long been accepted by scholars within the Industrial Marketing and Purchasing (IMP) Group. However, an issue that has not received the same attention is an assessment of how these two facets; network structure and external networking behaviors affect SME performance. In assessing their antecedents, in this research we move beyond the traditional IMP literature, using emotional intelligence and entrepreneurial style to assess CEOs' managerial style. Network structure was assessed by the extent to which structural holes and degrees of centrality were present. Data was collected from 227 CEOs of small Iranian information technology companies. To test our hypotheses, we combined the use of structural equation modeling and social network analysis -a dual methodology that has not been adopted before. The results show that emotional intelligence drives entrepreneurial style, network structure and external networking behavior. SME performance is influenced by both network structure and external networking behavior. The mediating role of network structure is also discussed. Here our results show that entrepreneurial style does not influence external networking behavior. Several managerial implications of these findings are discussed. Keywords entrepreneurial networks; emotional intelligence; networking behaviors, network structure; social network analysis 3

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“…Regarding the relation between leadership and new product development (NPD), numerous studies have shown that leadership has significant influence on NPD [26,27,28]. In the process of new product development pace is very important, and some studies emphasize importance of leader role in new product development speed-up [29,30].…”

Section: Leadership Impact On Various Business Performances Is In Focmentioning

confidence: 99%

Impact of transformational leadership on business performance

2017

Teh. vjesn.

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Original scientific paperResearch results about the impact of transformational leadership on business performance in companies in Bosnia and Herzegovina are presented in this paper. Financial performance and new product development are considered as business performances. Shown data are gained from survey of N=127 top managers. Descriptive statistics and correlation analysis are statistical evaluation methods used in this survey. The research results show that transformational leadership has positive impact on acquirement of high level financial performance of company and new product development. Research has also shown that leaders and managers of companies in Bosnia and Herzegovina focus their attention more on tasks than on people. So recommendation for them is to pay more attention to the changes, the future and long-term plans, as well as to their employees. It is very important for leaders to be ready to create and implement changes, to have vision, to be focused to the future and long-term plans and effects. Keywords: Bosnia and Herzegovina; financial performance; new product development; transformational leadership Utjecaj transformacijskog liderstva na poslovne performanseIzvorni znanstveni članak U radu su prikazani rezultati istraživanja utjecaja transformacijskog liderstva na poslovne performanse u poduzećima u Bosni i Hercegovini. Kao poslovne performase posmatraju se finansijske performanse i razvoj novog proizvoda. Podaci su dobiveni anketiranjem N=127 vrhunskih menadžera. Od metoda statističke obrade podataka korišteni su deskriptivna statistika i korelacijska analiza. Rezultati istraživanja pokazuju da transformacijsko liderstvo ima pozitivan utjecaj na postizanje visoke razine financijskih performansi poduzeća i na razvoj novog proizvoda. Također, istraživanje je pokazalo da lideri i menadžeri u poduzećima u Bosni i Hercegovini imaju veću usmjerenost na zadatke nego na ljude. U tom smislu, preporuka za njih jeste da više pozornosti posvećuju promjenama, budućnosti i dugoročnim planovima, ali i svojim zaposlenicima. Naročito je značajno da su lideri spremni na kreiranje i uvođenje promjena, da imaju viziju, da su okrenuti ka budućnosti i dugoročnim planovima i učincima.

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Cross-functional integration as a knowledge transformation mechanism: Implications for new product development

Cited by 91 publications

References 122 publications

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective

The influence of network effects on SME performance

Impact of transformational leadership on business performance

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