Purpose – The present paper aims to propose a measurement scale of the customer knowledge enabled innovation (CKEI) capability.Design/methodology/approach – Data were generated on the basis of in‐depth interviews with managers and was analysed using the “Sphinx” software.Findings – A pool of 60 items is proposed for the eventual measurement of the CKEI capability.Research limitations/implications – The proposed measurement scale is still raw. Further research is needed in order to test its psychometric features as well as to validate its relevance into a general model of customer knowledge management and innovation.Practical implications – Organizations need to measure the degree to which they are endowed with the capability of managing effectively customer knowledge in order to foster innovation. The CKEI scale is considered as a barometer allowing organizations to evaluate to what extent they are endowed with the capacity of co‐creating value with their customers. The proposed CKEI scale is believed to ...

Customer knowledge enabled innovation capability: proposing a measurement scale

Although many studies conclude that vision and role clarity are important at the organizational level, the impacts of vision and role clarity on innovation/teams have received far less attention. A strong vision and role definition can provide direction to a team and can positively impact its ability to succeed. The purpose of this research is to discuss vision components and Role Clarity, and explore their impacts on team performance. After studying the vision on a series of nine innovation teams at three companies (Apple, IBM, and HP), we empirically tested the impact of the two components of vision (Vision Clarity, and Vision Support) and Role Clarity on overall team performance. Data were collected from 75 team members. We found that Vision Clarity has a positive effect on team performance. We also found that, Vision Support and Role Clarity are not significantly related to team performance. Keywords: Team Performance; Team Vision; Role Clarity; Team Success JEL classification: C92, D81, J24, L21, O31

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The effect of vision and role clarity on team performance

The pivotal key for the success of manufacturing enterprises is sustainable and innovative product design and development. In collaborative design, stakeholders are heterogeneously distributed chain-like. Due to the growing volume of data and knowledge, an effective management of the knowledge acquired in the product design and development is one of the key challenges facing most manufacturing enterprises. Opportunities for improving efficiency and performance of IT-based product design applications through centralization of resources such as knowledge and computation have increased in the last few years with maturation of technologies such as SOA, virtualization, grid computing, and/or cloud computing. The main focus of this paper is the concept of ongoing research in providing the knowledge integration service for collaborative product design and development using cloud computing infrastructure. Potentials of the cloud computing to support the Knowledge integration functionalities as a Service by providing functionalities such as knowledge mapping, merging, searching, and transferring in product design procedure are described in this paper. Proposed knowledge integration services support users by giving real-time access to knowledge resources. The framework has the advantage of availability, efficiency, cost reduction, less time to result, and scalability.

Knowledge integration of collaborative product design using cloud computing infrastructure

Purpose – The purpose of this paper is to introduce the concept of customer knowledge-enabled innovation (CKEI) and suggests a scale for its eventual measurement. The process of the scale development is presented in detail following the Churchill (1979) paradigm. CKEI is defined as the capacity of the organization to introduce new products and services on the basis of effective management of customer knowledge. It reflects the degree to which the company is endowed with the expertise of managing properly customer knowledge in order to enhance innovation. Design/methodology/approach – The CKEI raw scale is mainly composed of 57 items. In an effort to purify the scale measurement, test and validate its psychometric specificities, two surveys were administrated among two independent samples. Respondents were new product managers or marketing managers. One manager per firm was interviewed. The convenience sampling method was applied. Findings – The CKEI scale has been intended to be uni-dimensional. It encomp...

Developing a customer knowledge-based measure for innovation management

The pivotal key to the success of manufacturing enterprises is a sustainable and innovative product design and development. In collaborative design, stakeholders are heterogeneously distributed chain-like. Due to the growing volume of data and knowledge, effective management of the knowledge acquired in the product design and development is one of the key challenges facing most manufacturing enterprises. Opportunities for improving efficiency and performance of IT-based product design applications through centralization of resources such as knowledge and computation have increased in the last few years with the maturation of technologies such as SOA, virtualization, grid computing, and/or cloud computing. The main focus of this paper is the concept of ongoing research in providing the knowledge integration service for collaborative product design and development using cloud computing infrastructure. Potentials of the cloud computing to support the Knowledge integration functionalities as a Service by providing functionalities such as knowledge mapping, merging, searching, and transferring in product design procedure are described in this paper. Proposed knowledge integration services support users by giving real-time access to knowledge resources. The framework has the advantage of availability, efficiency, cost reduction, less time to result, and scalability.

Knowledge Integration of Collaborative Product Design Using Cloud Computing Infrastructure

The purpose of this paper is to explain product development performance through the link between knowledge management and knowledge integration. When product development teams integrate knowledge about two external entities -customers and suppliers, they acquire a better understanding of the market and of each other’s needs and capabilities, which enables them to operate and innovate better than their competitors. In this context, our theoretical framework focuses on the social enablers usually associated to knowledge management, and combine them with knowledge integration as to determine product development performance. This performance is measured through two distinct components, or types of outcomes: (1) process outcomes, which analyze the effectiveness of the product development process and it is measured in terms of teamwork- and (2) product outcomes, which concerns the characteristics associated with the value of the product to customer. A survey conducted with product development managers was used in order to develop and test our hypothesis that knowledge integration in combination with knowledge management has a positive impact on product development performance.

/pdf/antecedents-and-consequences-of-knowledge-integration-in-1zj3ehjhi5.pdf

Antecedents and consequences of knowledge integration in product development. an empirical evidence.

The purpose of this paper is to explain product development performance through the link between knowledge management and knowledge integration. When product development teams integrate knowledge about two external entities - customers and suppliers, they acquire a better understanding of the market and of each others needs and capabilities, which enables them to operate and innovate better than their competitors. In this context, our theoretical framework focuses on the social enablers usually associated to knowledge management, and combine them with knowledge integration as to determine product development performance. This performance is measured through two distinct components, or types of outcomes: (1) process outcomes, which analyze the effectiveness of the product development process and it is measured in terms of teamwork - and (2) product outcomes, which concerns the characteristics associated with the value of the product to customer. A survey conducted with product development managers was used in order to develop and test our hypothesis that knowledge integration in combination with knowledge management has a positive impact on product development performance.

http://latienda.ie.edu/working_papers_economia/wp09-01.pdf

Tatiana Cury

Papers

Antecedents and consequences of knowledge integration in product development. an empirical evidence.

Antecedents and Consequences of Team Vision in Product Development: An Empirical Evidence