An empirical investigation of KM styles and their effect on corporate performance
Information and Management
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Management Science
Organizational Knowledge Management: A Contingency Perspective
Journal of Management Information Systems
Knowledge and strategy: using configurational metaphors to explain the linkages
International Journal of Information Technology and Management
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ICCSA '08 Proceedings of the international conference on Computational Science and Its Applications, Part II
Organizational learning culture, innovative culture and innovations in South Korean firms
Expert Systems with Applications: An International Journal
Journal of the American Society for Information Science and Technology
Factors Affecting KM Implementation in the Chinese Community
International Journal of Knowledge Management
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Using a large-scale data set on product development organizations of Japanese manufacturing firms, this paper explores the effects of organizational capabilities on product development performance. We present a conceptual framework assuming that organizational capabilities consist of multilayered knowledge. Based on the idea, we classify organizational capabilities into "local," "architectural," and "process" capabilities along two dimensions: modularity and designability. The empirical analysis demonstrates differential effects of different types of organizational capabilities on different types of product development performance, and compares the differential effects between two types of industries that differ in terms of their product characteristics: system based and material based. The central message from our analysis is that the process capabilities emerging from dynamic interaction of knowledge play a crucial role as core capabilities for product development of Japanese firms in the system-based industries in which Japanese firms are relatively competitive. In the material industries, ho wever, local capabilities have major effects on performance while effects of process capabilities are limited, which underlies the relative weakness of Japanese firms in developing material-based products. Our results raise some intriguing implications on the competitive advantages and challenges of Japanese firms' product development.