اثرات سرمایه اجتماعی بر ناهمگنی دانش
ترجمه نشده

اثرات سرمایه اجتماعی بر ناهمگنی دانش

عنوان فارسی مقاله: تأثیرات سرمایه اجتماعی بر ناهمگنی دانش
عنوان انگلیسی مقاله: The effects of social capital on knowledge heterogeneity
مجله/کنفرانس: تصمیم مدیریت - Management Decision
رشته های تحصیلی مرتبط: مدیریت
گرایش های تحصیلی مرتبط: مدیریت دانش، مدیریت مالی، مدیریت عملکرد، مدیریت سازمان های دولتی، مدیریت دولتی
کلمات کلیدی فارسی: سرمایه اجتماعی، ناهمگنی دانش، پروژه توسعه محصول جدید
کلمات کلیدی انگلیسی: Social capital، Knowledge heterogeneity، New product development project
نوع نگارش مقاله: مقاله پژوهشی (Research Article)
نمایه: Scopus - Master journals - JCR
شناسه دیجیتال (DOI): https://doi.org/10.1108/MD-12-2016-0909
دانشگاه: Department of Business Administration, Cheng Shiu University, Kaohsiung, Taiwan
ناشر: امرالد - Emeraldinsight
نوع ارائه مقاله: ژورنال
نوع مقاله: ISI
سال انتشار مقاله: 2019
ایمپکت فاکتور: 2/538 در سال 2018
شاخص H_index: 82 در سال 2019
شاخص SJR: 0/731 در سال 2018
شناسه ISSN: 0025-1747
شاخص Quartile (چارک): Q2 در سال 2018
فرمت مقاله انگلیسی: PDF
تعداد صفحات مقاله انگلیسی: 18
وضعیت ترجمه: ترجمه نشده است
قیمت مقاله انگلیسی: رایگان
آیا این مقاله بیس است: بله
آیا این مقاله مدل مفهومی دارد: ندارد
آیا این مقاله پرسشنامه دارد: ندارد
آیا این مقاله متغیر دارد: دارد
کد محصول: E13198
رفرنس: دارای رفرنس در داخل متن و انتهای مقاله
فهرست انگلیسی مطالب

Abstract


Introduction


Literature review and hypotheses development


Methodology


Results


Discussion


References

نمونه متن انگلیسی مقاله

Abstract


Purpose - The purpose of this paper is to examine the influences of social capital on knowledge heterogeneity in order to advance the understanding of the effects and to reconcile existing inconsistent findings.
Design/methodology/approach - Survey data collected from 105 new product development (NPD) projects were analyzed with regression-based methods.
Findings - The results indicated that trust, centralization and shared vision as the three social capital dimensions generally have negative impacts on the domain and presentation dimensions of knowledge heterogeneity. However, the three dimensions of social capital do not exhibit consistent influences on the tacitness heterogeneity (i.e. an epistemological dimension of knowledge heterogeneity).
Research limitations/implications - More research is needed to explore the role of social capital dimensions in developing a range of knowledge attributes of NPD teams, among which knowledge heterogeneity is one. The various dimensions of knowledge an NPD team possesses should have performance implications and deserve future investigation.
Originality/value - The study is one of the first documented attempts to demonstrate contingencies in the relationship between social capital and knowledge heterogeneity. The effect of social capital on knowledge heterogeneity should be understood at the level of dimensions of the two respective constructs.


Introduction


Organizations are knowledge-processing entities that operate in competitive business environments. In such contexts, high-quality knowledge management activities, including the creation, acquisition, sharing and integration (Grant, 1996; Nonaka and Takeuchi, 1995) of knowledge as critical firm-level intellectual capital (Ling, 2013; Su and Carney, 2013), have become crucial for organizational capability building and success (Teece, 1998; Teece et al., 1997). As business environments are rapidly changing and organizations are compelled to change to cope with environmental changes, knowledge is a cornerstone for enacting organizational changes but also a key barrier to changes if not being well managed. Laszlo and Laszlo (2002) argue that knowledge evolution is key for organizational members to align with societal changes with sustainable leaning so as to create competitiveness of organizations. Under such a premise, a detailed clarification of the relationships between specific enablers and specific types of knowledge (henceforth called knowledge dimensions) useful for the development of organizational competitiveness under rapidly changing environments is vital and crucial for organizations (Chalkiti, 2012; Jones and Mahon, 2012). By contrast, failing to continue the course of knowledge development may lead organizations to face great challenges in high-velocity contexts (Mahon and Jones, 2016; Scalzo, 2006).

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