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عنوان فارسی مقاله:
تاثیر ارتباط متقابل کار بر ظرفیت جذب تیم NPD در شرکت های فناوری بالا در تایلند
عنوان انگلیسی مقاله:
The impact of cross-functional communication on absorptive capacity of NPD teams at high technology firms in Thailand
سال انتشار : 2015
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بخشی از مقاله انگلیسی:
2. Conceptual framework
Absorptive capacity (ACAP) in previous studies is predominantly conceptualized as a firm's ability to identify, assimilate, and apply knowledge gained from external sources (Cohen & Levinthal, 1990). Importantly, it enables an organization to accumulate knowledge and convert it into a usable form that can be applied in business operations. Since this study focuses on ACAP on a team level, it refers to the ability of the members of a team to interrelate with the expertise of the team members. However, ACAP in NPD teams does not just simply equal the cumulative amount of individuals' ACAP (Cohen & Levinthal, 1990). It also depends on the effectiveness of communication between team members. A team's ACAP in a particular knowledge domain is therefore a function of the expertise in that domain and the process of communication within that team. In later research, ACAP is distinguished into two dimensions (namely potential and realized ACAP), each of which consists of two main activities (Zahra & George, 2002). First, potential absorptive capacity (PACAP) includes the efforts of knowledge acquisition and assimilation obtained from external sources. Second, realized absorptive capacity (RACAP) includes knowledge transformation and application of new insights into existing operations by the combination of existing and newly acquired knowledge, and incorporating transformed knowledge into operations. These two dimensions are fundamentally different concepts that involve distinctive behaviors, but they do have complementary roles. On one hand, PACAP involves personal internal processes, such as reflection, intuition, and interpretation. It requires changing abilities, flexibility, and creativity. On the other hand, RACAP involves the efficiency of leveraging externally absorbed knowledge. It requires order, control, and stability (Newey & Zahra, 2009). These two dimensions may result in different outcomes. As such, companies that focus on PACAP may be forced to continually renew their knowledge at a high cost of acquisition, but gain less benefit from knowledge application. On the other hand, companies that focus on RACAP may obtain shortterm profits through knowledge application, but fall into competence traps, and unable to cope with changing environments (Ahuja & Lampert, 2001). ACAP is a critical component for learning processes that help individuals understand new technology used to generate new product ideas (Tsai, 2001). ACAP allows an NPD team to identify and value new knowledge that generates new product concepts beyond its original boundaries, and to assimilate and integrate such new knowledge with the existing knowledge (Arora & Gambardella, 1994). Many scholars have suggested that team's ACAP enables it to convert and apply external knowledge into new product ideas and innovations (Harrington & Guimaraes, 2005). The previous literature has widely examined the outcomes of ACAP, such as NPD performance (Stock et al., 2001), innovativeness (Chen et al., 2009), and competitive advantage (Easterby-Smith, Graça, Antonacopoulou, & Ferdinand, 2008). Most of these studies investigated the outcomes of ACAP, but a few studies explicitly examined the antecedent of ACAP in NPD teams. One exception, Tiwana and Mclean (2005), suggests that a team should promote the integration of expertise while working on a project in order to effectively enhance ACAP. This study, therefore, further attempts to fill these gaps by proposing an antecedent that enhances the ACAP level of NPD teams. The selected antecedent is cross-functional communication among NPD team members who are from diverse functional areas.
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کلمات کلیدی:
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