Knowledge, innovation and firm performance in high- and low-technology regimes

Industries with greater aggregate levels of research and development (R&D) intensity are home to higher rates of firm-level innovation, according to survey data from 845 Canadian manufacturing firms. And, though innovation is more common when industry dynamism is high, innovative firms are likely to enjoy revenue growth, irrespective of the industry in which they operate. The research also shows that firm knowledge, industry dynamism and innovation interact in the way they influence firm performance. A highly skilled workforce is most beneficial to firm performance in dynamic environments, while firms in stable manufacturing industries benefit more from investments in training.

Keywords: Dynamism; Innovation; Knowledge

Knowledge Creation through Networked Strategic Communities Case Studies on New Product Development in Japanese Companies

This article provides a new point of view regarding the knowledge management of new product development, a high-tech field requiring the merging and integration of different technologies. Case studies examine the dynamism of the knowledge creation process at Fujitsu Ltd. as it merges and integrates the different elements of broadband network technology, computer and software technology, and multimedia processing technology, and these observations are analysed and compared with the NPD processes at other manufacturers. To achieve the desired product development, a strategic team at Fujitsu, consisting mainly of undisclosed cross-functional middle managers, swiftly transcended Fujitsu's business divisions to form strategic communities inside and outside the company, including customers, and then networked the communities together. The synthesizing capability of the network Leader Group enabled Fujitsu to build new business models aimed at customers and achieve a successful outcome ahead of Japanese competitors.

Based on action research with product development teams from Roche and DaimlerChrysler, and project teams from Pixelpark and Versicherungskammer Bayern, the following article proposes a model of how team leaders can improve the knowledge management within their teams. The model consists of five layers. The first layer describes the necessary communication platforms for a team. The second level, the normative layer, consists of team rules, goals, and standards. The third layer represents the core team knowledge processes. The fourth layer assembles the relevant tools. The last layer describes the necessary leadership functions to foster effective team knowledge management.

Keywords: High-performance teams, Knowledge management, Leadership, Team processes