Abstract

For R&D personnel, the archetypal knowledge worker, tacit knowledge flow and knowledge creation capability is crucial in the context of new product development. Based on the perspectives of knowledge creation and knowledge network, this study intends to explore relationships among knowledge creation capability, knowledge network, and perceived R&D performance of individual R&D personnel. With a sample of 206 R&D personnel from 12 manufacturing firms in Taiwan and structural equation modeling (SEM) technique, findings fall into five categories. Firstly, beyond the four traditional knowledge creation abilities, i.e. socialization, combination, externalization, and internalization, there exists a fifth capability called CMC (Computer-Mediated Communications) ability. CMC represents an important communication and knowledge creation tool implemented through the Internet and intranet for the R&D personnel within emerging information-based economies like that in Taiwan. Secondly, with the exception of combination ability, all knowledge creation capabilities have positive relationships with perceived R&D performance, echoing the extant literatures. Additionally, increased centrality of the R&D team member within the knowledge network increases perceived personal R&D performance. Furthermore, those who are able to externalize their tacit knowledge tend to be located at the center of the knowledge network, while those located in more central positions of the knowledge network have better externalization capability. These two results verify externalization as the most critical capability for R&D teams to transfer their tacit knowledge and to obtain better performance. Lastly, knowledge ossification of tenure also exists, implying that while longer tenure is good for knowledge creation and performance, too long tenure of the R&D team members leads to decay of their R&D performance. Implications and suggestions for research and management practices are also provided.

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