Abstract
Because of the energy crisis, companies started developing electric vehicles. Company A, as a new entrant, successfully developed a disruptive innovation of the world’s first high-performance, zero emissions, and two-wheeled electric scooter. As disruptive innovation is frequently discovered in the combination of different industrial technologies, company A is comprised of high-tech and traditional industry resources and knowledge. This study aims to explore the process of heterogeneous industry knowledge integration in the traditional motorcycle manufacturing industry by a case study of company A. Following qualitative research method, this study concludes four main findings in product development: (1) organizational knowledge integration is identified to mitigate the impact of functional conflict; (2) design validation knowledge integration is identified to set the standard for pioneer product strategy; (3) internal and external engineering knowledge integration is identified to realizes the goal of pioneer product strategy; (4) product validation knowledge integration is identified to coordinate the flexible planning process.
Highlights
Materials and MethodsTo obtain insight information and details of the cycle of products and created new machines for the specific electric scooter project in Company A, a qualitative method, products responding to individual needs
Because of the energy crisis, companies started developing electric vehicles
Company A is recognized as a new entrant come to the fore distinctly is the automotive industry, where is to the market and launched a disruptively innovative product expected with the internal combustion engine (ICE), low- of the world’s first high-performance, zero emissions, and twoemission vehicles (LEVs) or electric, hybrid, and fuel-cell wheeled electric scooter in 2015
Summary
To obtain insight information and details of the cycle of products and created new machines for the specific electric scooter project in Company A, a qualitative method, products responding to individual needs. Unlike existing traditional scooter the other hand, Assink (2006) argues that enhancing makers, company A is found and led by a CEO who served as companies’ absorptive capacity is considered as a crucial way a former chief innovation officer of a phone maker company to foster a firm's innovative capability, i.e. the ability for with extensive experience in mobile phone technology He recognizing and understanding external knowledge, and brought the high-tech industry’s essence and technology into assimilate and apply it internally. They are core departmental exploitation of new skills and capabilities, and enrich the managers participating in the electric scooter project from the ability to seize opportunities (Grant, 1996). To be more general knowledge integrated through new product comprehensive, they are respectively the heads of RD team development processes affecting firm proficiency in capturing and management team with background from the high-tech commercialization opportunities
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