Knowledge Sharing in the New Product Development Process : A case study of Iran Khodro Company IKCO. / Nasirpourosgoei, Seyed Navid .

2014. 371 p.

Research output: ThesisDoctoral Thesis

Unpublished

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@phdthesis{29c39691262d49768a243702460406f5,
title = "Knowledge Sharing in the New Product Development Process: A case study of Iran Khodro Company IKCO",
abstract = "This study aims to investigate issues on knowledge-sharing in the new product development process through a single embedded case study of Iran Khodro Company (IKCO). Although IKCO is a flagship automotive company in Iran, it has struggled to develop new products independently, despite its experience of jointly developing new products with international partners. This raises an important question with regard to knowledge-sharing practice within IKCO, and knowledge-transfer from international partners. Accordingly, this study investigates the way in which Western theory on knowledge-sharing and knowledge-transfer can be applied, refined or developed in the Iranian context. The empirical data are based on 40 in-depth semi-structured qualitative interviews conducted with 25 senior and middle managers from key departments relevant to the new product development process. Secondary data based on published industry reports and unpublished company reports are incorporated to support the analysis of the interview data. The findings reveal a range of factors that influence four key knowledge-sharing and knowledge transfer processes within the IKCO: (a) knowledge-sharing through a centralised knowledge repository; (b) knowledge-sharing through interaction and socialisation; (c) knowledge-transfer from international partners; and (d) knowledge acquisition, retention and creation within the Research & Development Centre. The findings highlight that, although theory on knowledge-sharing and knowledge- transfer developed in the West are applicable to the Iranian context to some extent, knowledge-sharing and knowledge-transfer processes are considerably influenced by the idiosyncratic organisational context, which in turn is influenced by the wider context, such as the political regime, industry dynamics, technological development and institutional framework. ",
author = "Nasirpourosgoei, {Seyed Navid}",
year = "2014",
month = may,
day = "28",
language = "English",
school = "Royal Holloway, University of London",

}

RIS

TY - THES

T1 - Knowledge Sharing in the New Product Development Process

T2 - A case study of Iran Khodro Company IKCO

AU - Nasirpourosgoei, Seyed Navid

PY - 2014/5/28

Y1 - 2014/5/28

N2 - This study aims to investigate issues on knowledge-sharing in the new product development process through a single embedded case study of Iran Khodro Company (IKCO). Although IKCO is a flagship automotive company in Iran, it has struggled to develop new products independently, despite its experience of jointly developing new products with international partners. This raises an important question with regard to knowledge-sharing practice within IKCO, and knowledge-transfer from international partners. Accordingly, this study investigates the way in which Western theory on knowledge-sharing and knowledge-transfer can be applied, refined or developed in the Iranian context. The empirical data are based on 40 in-depth semi-structured qualitative interviews conducted with 25 senior and middle managers from key departments relevant to the new product development process. Secondary data based on published industry reports and unpublished company reports are incorporated to support the analysis of the interview data. The findings reveal a range of factors that influence four key knowledge-sharing and knowledge transfer processes within the IKCO: (a) knowledge-sharing through a centralised knowledge repository; (b) knowledge-sharing through interaction and socialisation; (c) knowledge-transfer from international partners; and (d) knowledge acquisition, retention and creation within the Research & Development Centre. The findings highlight that, although theory on knowledge-sharing and knowledge- transfer developed in the West are applicable to the Iranian context to some extent, knowledge-sharing and knowledge-transfer processes are considerably influenced by the idiosyncratic organisational context, which in turn is influenced by the wider context, such as the political regime, industry dynamics, technological development and institutional framework.

AB - This study aims to investigate issues on knowledge-sharing in the new product development process through a single embedded case study of Iran Khodro Company (IKCO). Although IKCO is a flagship automotive company in Iran, it has struggled to develop new products independently, despite its experience of jointly developing new products with international partners. This raises an important question with regard to knowledge-sharing practice within IKCO, and knowledge-transfer from international partners. Accordingly, this study investigates the way in which Western theory on knowledge-sharing and knowledge-transfer can be applied, refined or developed in the Iranian context. The empirical data are based on 40 in-depth semi-structured qualitative interviews conducted with 25 senior and middle managers from key departments relevant to the new product development process. Secondary data based on published industry reports and unpublished company reports are incorporated to support the analysis of the interview data. The findings reveal a range of factors that influence four key knowledge-sharing and knowledge transfer processes within the IKCO: (a) knowledge-sharing through a centralised knowledge repository; (b) knowledge-sharing through interaction and socialisation; (c) knowledge-transfer from international partners; and (d) knowledge acquisition, retention and creation within the Research & Development Centre. The findings highlight that, although theory on knowledge-sharing and knowledge- transfer developed in the West are applicable to the Iranian context to some extent, knowledge-sharing and knowledge-transfer processes are considerably influenced by the idiosyncratic organisational context, which in turn is influenced by the wider context, such as the political regime, industry dynamics, technological development and institutional framework.

M3 - Doctoral Thesis

ER -