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New product development processes and knowledge transfer in automotive projects: An empirical study
Author(s) -
Lee Nam S.,
Ram Jiwat
Publication year - 2018
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.1589
Subject(s) - alliance , business , knowledge management , new product development , automotive industry , knowledge transfer , knowledge sharing , strategic alliance , process management , joint venture , product (mathematics) , order (exchange) , marketing , computer science , business administration , engineering , geometry , mathematics , aerospace engineering , finance , political science , law
We report on the process management of a new product development project in Renault Samsung Motors, Inc., which is an international joint venture between Renault and Samsung, and also a part of strategic alliance between Renault and Nissan. The data collected from multiple sources were analyzed using qualitative analysis techniques. The findings show that (a) companies entering into concurrent technology/knowledge transfer by sharing platforms should consider their organizational capabilities carefully before introducing platforms from partner companies. Nevertheless, a company does not have to lower its standard in choosing a platform in order to match its underdeveloped organizational capabilities. Rather, customer expectations and market requirements should be the basis of selecting a platform to be introduced, and (b) developing a similar project organization structure and processes in a strategic alliance is effective in building trust and improving knowledge sharing/transfer between firms and between functions. The study contributes to development of two areas of management theory: (1) management of knowledge, and (2) expertise transfer in alliance/international business new product development projects and intricacies involved in it. Managerially, the implications are that the ownership and control of an international joint venture have a deep impact on the management of organization structure and processes. In turn, these may promote or inhibit effective cooperation and knowledge transfer between partner companies and their functions.

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