Knowledge sharing, commitment and opportunism in new product development

Yam, Richard C.M.; Chan, Cliff Eng-Liang.

doi:10.1108/ijopm-01-2014-0037

Cited by 65 publications

(67 citation statements)

References 74 publications

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“…Partnership commitment is the willingness of a firm to invest financial, physical, or relationship-based resources in a relationship [39]. It is regarded as a useful relational mechanism in controlling opportunism and promoting cooperation in buyer-supplier relationships [40], which can then affect the overall improvement in innovation, financial, and operational performance.…”

Section: Commitment and Innovation Operational And Financial Performentioning

confidence: 99%

“…Specifically, Kleinschmidt et al [45] noted that organizational factors, such as commitment and firm culture, affect the outcome of new product development. In a new product development context, extensive coordination among inter-firm development teams is emphasized for mitigating unique difficulties through the development of commitment and trust with partner companies [40]. The cooperative adoption of innovation is ignited when the innovation is used by the connected partners and others in the supply network [46].…”

Section: Commitment and Innovation Operational And Financial Performentioning

confidence: 99%

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Partnership-Based Supply Chain Collaboration: Impact on Commitment, Innovation, and Firm Performance

Shin

Park

2019

Sustainability

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With increasing numbers of nodes and links in supply network relationships, understanding partnership management and the required level of collaboration is important for sustainable supply network alignment. This study explores the impact of partnership orientation on partnership commitment and firm performance using a model based on social capital theory and resource dependence theory. It aims to understand the appropriate partnership orientation for the desired level of commitment and firm performance, including innovation, operational, and financial performance. Using a survey of 423 respondents representing three different partnership structure types (supplier, buyer, and parallel-aligned firms' perspectives), the relationship between partnership orientation and commitment in enhancing firm performance is investigated using structural equation modeling. Additional analysis identifies the moderating role of commitment and investment exchange on performance. The findings show that positive relationships between both investment and contractual-based partnership orientation positively contribute to partnership commitment, but the direct association between partnership commitment and firm performance type varies by partnership structure. Furthermore, (i) investment exchange level moderates the relationship between commitment and innovation and operational performance regardless of partnership structure type, (ii) negative investment exchange signals higher firm performance from the buyer firm's perspective, and (iii) positive investment exchange is absolutely necessary for financial performance from the supplier firm's perspective.

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Section: Commitment and Innovation Operational And Financial Performentioning

confidence: 99%

Section: Commitment and Innovation Operational And Financial Performentioning

confidence: 99%

Partnership-Based Supply Chain Collaboration: Impact on Commitment, Innovation, and Firm Performance

Shin

Park

2019

Sustainability

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“…First, supplier evaluation helps to identify non-performing supplier relationships but, combined with feedback to suppliers, also motivates those suppliers to improve their relationship performance (Wagner, 2006). Thus, non-performing supplier relationship assessment should have a positive impact on supplier relationships that are oriented towards innovation activities because they motivate non-performing partners to increase their collaborative activities and decrease opportunistic behavior (Yam and Chan, 2015). Furthermore, this safeguards against suppliers appropriating collaborative innovation outcomes, i.e.…”

Section: Srec and Product Innovationmentioning

confidence: 99%

Networking capability in supplier relationships and its impact on product innovation and firm performance

Mitręga

Forkmann

Zaefarian

et al. 2017

IJOPM

130

119

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Purpose The purpose of this paper is to propose and empirically investigate the concept of networking capability (NC) for the management of supplier relationships and their dynamics in order to leverage product innovations. NC in the context of supplier relationships is conceptualized based on dynamic capabilities aimed at relationship initiation, relationship development, and relationship ending. Furthermore, the study tests the interaction of NC with relationship proclivity as an organizational feature, and analyzes latent classes of NC affecting product innovation. Design/methodology/approach This study brings together prior research on company routines related to inter-firm networking, the dynamic capability approach to strategy, and literature on inter-firm innovation. The study utilizes multiple informant survey data gathered from 156 firms operating in the automotive parts industry in Iran. Data are analyzed with partial least square structural equation modeling, as well as latent class analysis using finite mixture modeling (FIMIX-PLS). Findings This research provides evidence for the positive influence of NC with respect to supplier relationships on firm product innovation, as well as overall firm performance. Relationship proclivity is shown to amplify this effect. At the same time, the research illustrates that NC may be applied in different combinations in the context of supplier relationship portfolio management. Two mechanisms are tentatively identified: firms using “static optimization” focus mainly on supplier relationship development capabilities, while those using “dynamic optimization” utilize supplier relationship initiation and ending capabilities. Research limitations/implications This research focuses on one setting (i.e. the automotive parts industry in Iran). Further studies need to broaden these findings to other industries and countries, specifically those which show a different cultural make-up from Iran. Furthermore, this research indicates the existence of two distinct mechanisms as to how different aspects of NC impact product innovation. While it is reasonable to identify these mechanisms as networking “strategies,” this study does not clarify whether this represents intended strategies by firms or relates to emerging capability patterns. Practical implications The study contributes to managerial knowledge by illustrating the need for a dynamic approach with regard to networking-related routines in supplier relationships in the context of product innovation. This study suggests that managers should devote equal attention to strengthening existing supplier relationships as well as to initiating new supplier relationships (e.g. screening for promising partners and signaling firm’s relationship value to attract new counterparts) and managing non-performing supplier relationships (e.g. by developing routines to exit from those supplier relationships). Originality/value The paper contributes to a better understanding of dynamic approaches to networking with suppliers and their impact on product innovation from the perspective of the focal firm. It furthermore provides a fine-grained understanding of different latent classes of firms in terms of how they utilize networking capabilities.

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“…Knowledge sharing is also a risk-taking behaviour, which is embedded in social interactions, and from which employees often disengage when they anticipate recipients' opportunistic behaviours (Siemsen et al, 2009;Yam and Chan, 2015). With regard to the sharing of best practices, previous research noted that recipients might perceive this behaviour as an attempt to 'intrude' in their decision-making, and thus could dismiss the shared knowledge through claims of inappropriateness, "reinventing the wheel" or "not invented here" (Currie et al, 2008;Oborn and Dawson,2008 Similarly, sharing mistakes and seeking feedbacks are risk-taking behaviours because they could expose 'weaknesses' and problems of the sharer (Huy et al, 2010).…”

Section: H2 Employees' Perception Of Psychological Safety Positively mentioning

confidence: 99%

Behavioural operations in healthcare: a knowledge sharing perspective

Mura

Lettieri

Radaelli

et al. 2016

IJOPM

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Purpose The purpose of this paper is to provide arguments and empirical evidence that different knowledge sharing behaviours – i.e. sharing best practices, sharing mistakes, seeking feedbacks – are promoted and enabled by different types of knowledge assets, and differently affect employees’ innovative work behaviours. Design/methodology/approach The research framework includes four sets of constructs: employees’ innovative work behaviour, knowledge sharing, knowledge assets, psychological safety. The literature-grounded hypotheses were tested collecting data from healthcare professionals from three hospice and palliative care organisations in Italy. In all, 195 questionnaires were analysed using structural equations modelling technique. Findings First, findings show that the linkage between knowledge assets and knowledge sharing is both direct and indirect with psychological safety as relevant mediating construct. The linkage between relational and structural social capital and seeking feedbacks and sharing mistakes is fully mediated by psychological safety. Second, findings show that each dimension of knowledge sharing affects the different dimensions of employees’ innovative work behaviour – i.e. idea generation, idea promotion, idea implementation – in a distinct manner. While sharing of best practices influences all of them, seeking feedbacks affects idea promotion and sharing mistakes influences idea implementation. Practical implications The results provide operations managers with a clearer picture of how to pursue improvements of current operations by leveraging on knowledge sharing among employees through the creation of numerous, high-quality interpersonal relationships among employees, based on rich and cohesive network ties. Originality/value This study, by adopting a micro-level perspective, offers an original perspective on how knowledge assets and knowledge sharing initiatives may contribute to the engagement of innovative work behaviour by employees.

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Knowledge sharing, commitment and opportunism in new product development

Cited by 65 publications

References 74 publications

Partnership-Based Supply Chain Collaboration: Impact on Commitment, Innovation, and Firm Performance

Partnership-Based Supply Chain Collaboration: Impact on Commitment, Innovation, and Firm Performance

Networking capability in supplier relationships and its impact on product innovation and firm performance

Behavioural operations in healthcare: a knowledge sharing perspective

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