Research Proposal文档格式.docx
- 文档编号:4433362
- 上传时间:2023-05-03
- 格式:DOCX
- 页数:12
- 大小:57.06KB
Research Proposal文档格式.docx
《Research Proposal文档格式.docx》由会员分享,可在线阅读,更多相关《Research Proposal文档格式.docx(12页珍藏版)》请在冰点文库上搜索。
Numerousstudieshavediscussedindividual-levelandorganization-levelabsorptivecapacityregardedasakeypowerforSMEsgrowingsustainablyandacquiringcompetitiveedge,neglectingtoconstructthebridgethathowteamsinSMEsdeploynew-obtainedknowledgeinanefficientwaytotransferthisresourcesintoinnovationperformancesubstantiallyandthemechanismisseemlyambiguous.Builtuponandcomparedwithabsorptivecapacitytheoryandrelatedliterature,thispaperintendstoaddressthefollowingissues:
(1)distinguishthesimilaritiesanddifferencesbetweenconceptsofknowledgeabsorptivecapacity,knowledgeintegration,knowledgeallocation,knowledgedistributionetc.withknowledgedeployment,
(2)buildapossibleconceptualframeworktodiscusstheknowledgedeploymentmechanismintechnology-basedteams,(3)listpossibleinnovationpointsandchallengesofresearchpractically.
1Introduction
Innovativenewproductsandabletoresponsetomarketchangespositivelyarefirmlyconsideredaskeystosurvivalandcontinuoussuccessfortechnology-basedandnewproduct-orientedteamsinSMEsinahighlycompetitivemarketenvironment.Increasinglystudieshavepointedoutindividualandorganizationalabsorptivecapacity(ACAP)equippedbySMEswilleffectivelyacquireenoughnew,external,decodedknowledge,technology,evenhumanresourceswhohavetheseandeventuallyproducehighinnovationperformanceandotherpositiveoutcomesowingtoitssmallnessandnewness.However,someuncertainandoverlookedpartsofthesestudiesneedtobere-consideredandre-discussedclearlywithinanewframework.
First,TeamsinSMEswilloccasionallyencounterknowledgespillover,knowledgesurplusandknowledgeoutdatedevenafterabsorbingenoughrelevantknowledgeoutsidebecauseoftask-knowledge'
sdynamicinadaptabilitysuchasteammembers'
mutualtemporalconflictbehaviorallyandmutualknowledgeincoordinationcognitively.Theseuntouchedproblemscanresultfromtwopossibleaspects:
(1)duringknowledgeusageprocessafteracquiringneededknowledgeformoutside,timecongruityasanimportantelementcouldbeputasideandunderemphasizedallthetime,
(2)flexibleorganizationstructuresandthecorrespondingorganizationalknowledgenetworkswouldbeseenasstaticandautomatically-adjusted(whilethismechanismisunclear)whichmaybethemainreasonofinadaptability.
Second,extantpaperscomeintoagreementACAPincludingknowledgerecognition,acquisition,assimilation,transformationandevenexploitationasaneffectivetoolwouldbringoutinnovationperformanceandcompetitiveadvantages.Buthowthesepositiveoutcomesareachievedeventhoughsomeofthemtreatregimes'
appropriabilityandsomeactivationtriggersasdrivinginstrumentstomakeit?
Itcanbeconcludedthattheyjusthavepulledoutanailthatteamshowtogetnecessaryknowledgeformknowledgemarketsortheyonlyhavesolvedaproblemtransferringknowledgefromaroomtoanotherspatially.Astohowtoachievetheoptimalallocationofknowledgearerarelymentionedespeciallyinadynamicknowledgenetworkwhichthisprocessleadingtopositiveresultsisabreathtakingleap.
Third,ifACAPisviewedasadynamicconcept,soeverystagesofACAPmaycontainfactorsofknowledgedeploymentespeciallyembodiedinthelastmainstages(knowledgeassimilation,knowledgetransformationandknowledgeexploitation).Fortworeasons:
(1)knowledgedeploymentcanberegardedasamatchingissueandoptimalfitstageinusingnew-learnedknowledgeprocessbuttheformerwouldstressthatmember-task-knowledgeiscoordinateddynamicallyunderthedominantroleofteams'
leader,
(2)Toassimilate,transformer,exploitknowledgeinateamwouldneedfullycollaborationandinteractionamongmemberswhichmeansamembershouldfigureoutwhatheorshehasandhavenotandthenaskforhelptoacquireknowledgewhatisvitaltoaccomplishmissionsandshareknowledgewithothersbasedontheprincipleofvalidityandeffectiveness,whiletheleadercanbeanindispensablepartinthewholeprocess.Inconclusion,knowledgedeploymentwouldpaymoreattentiontotheeffectscomefromhumanresourcescomparedwithACAPinajointlinkage-mechanismofthreemainparts(member-task-knowledge).
Finally,althoughexistedpapershaveexploredanddefinedtheconceptofknowledgedeploymentonthemacrofoundationanddiscussedindividualknowledgedeploymentnon-fully,onepropositionmaybepresentedthatwhetherthesumofindividuals'
optimalknowledgedeploymentmeansthewholetechnology-basedteam'
sknowledgedeploymentwouldrealizeaoptimalcondition?
Ifitdoes,whatmakesit,orifnot,whatimpedesit?
Besides,whethertheconceptoforganization-levelknowledgedeploymentcanbetreatedasteams'
knowledgedeploymentcapabilityregardlessofteams'
structure,componentsandrelatedcharacteristics?
2Literaturereview
2.1ACAPtheoryandknowledgedeployment
Althoughacademiciansmightstandatdifferentsidesontheconceptofabsorptivecapacity(ACAP),abasicconsensushasbeenreachedthatACAPisvaluedasanabilityofaperson,ateamoranorganizationtopositivelyacquireknowledgefromoutsideknowledgemarkets,andthentoassimilateit,totransformit,toexploitit,andfinallytogetnewcompetitiveproductsandservices(Zahra&
George,2002).Actedasastrategicinstrumentandrelativecost-savingwaytoovercomeliabilitiesespeciallyforstart-upenterprisesandSMEswhentheywanttobecompetitiveintheirmarkets,organization-levelACAPisnotsimplythesumoftheabsorptivecapacitiesofitsdifferentpartswhileitcanbeconvertedbyorganizationalmechanismsandactivationtriggers.However,inalongterm,ACAPwillnotbeanabsoluteadvantageifabsorbingknowledgethroughcollaborationsandallianceshasbecomeanaddictionevenifmostliteratureemphasizeACAPisdynamiconethatteamsandorganizationscouldalwaysidentifyandobtainexternalknowledgeeffectivelyandefficiently(Lane,Koka&
Pathak,2006).
Therearetwodoubtslefttobeeradicated:
(1)spatially,thedynamicACAPprocessfromrecognition,acquisition,assimilation,transformation,etc.havemainlyfixedoutmovingknowledgefromoneholdertoanotherbutthereisa
lot
of
mumbo-jumbo
abouthowtodeploy,allocate,distributenew-ownedknowledgeinareasonablestyleandeventuallybridgeACAPtoorganizationaladvantagessuccessfully.Namely,to"
get"
knowledge(ACAP)andto"
putoruse"
knowledge(deploymentcapability)istwosidesofacoinandthesetwopartsisintermingled,complementaryandimportantlyclearly-distinguished.AsZahraandGeorge(2002)re-conceptualized:
ACAPisadynamiccapabilityconsistingofroutinesandprocessesthatcreateanddeployknowledgetobuildotherorganizationalcapabilitiessuchasR&
Dandmarketing.
(2)Temporally,everystagesofACAParelinkedlogicallyandconstitutedasawholebuttorecognize,toacquire,toassimilate,totransformknowledge,etc.isacontinuousprocedure(path-dependentcharacter)forateamaccomplishingabigmission.Whilemoststudiesaredumbaboutapracticalsituationwhenitrequiresseveraltimesordifferentchannelsratherthantoresolveitonceforalltoconvergeenoughknowledgetoundertakeatoughproject.
Soitisadilemmawhetherwaitingforgettingadequateknowledgeandintegratinginternalandexternalknowledgeandthentimelytransformingandexploiting(using)itorallocatingthenew-obtainedknowledgetothemostsuitablememberortwototransformandexploititanddistributingnew-gainedknowledgetoothermembersoftheteamsatthefollowingtimeuntilmakingmember-task-knowledgethreepartsdynamicallymatchedatlast.Theformeroneseemslackofefficiencyandinconsistentwhilethelatterwouldbemorepracticalanddemandshighknowledgedeploymentcapabilityfromteamsanddepartmentonamicro-foundation.
2.2Knowledgeintegrationandknowledgedeployment
BuiltonACAPperspective,knowledgeintegrationisanongoingcollectiveprocessofconstructing,articulatingandredefiningsharedbeliefsthroughthesocialinteractionoforganizationalmembers(Grant,1996)andthisprocessaccommodatesseveralinfluentialfactors—includingconstraintsinteams'
transitivememory,insufficientmutualunderstanding,failuretoshareandretaincontextualknowledge,andinflexibilityoforganizationaltieswhichconstrainthespecialmechanismthatteamsemploytointegrateandapplyknowledge(Alavi&
Tiwana,2002).Holisticallyandmorespecifically,Huang&
Newell(2003)inclinetodefineknowledgeintegrationasthesynthesisofindividuals’specializedknowledgeputintoright-specificpartsorsituationsofthesysteminwhichindividuals'
tacitknowledgecanbepooledandrecombinedtocreategroup-levelknowledgeandinwhichteam'
scoordinatedpractices,pastintegrationexperienceandteam'
scommunicatingmechanismplaysakeyroleinshapingthelevelofcoordinationresultsthatinturninfluencestheefficiencyandscopeofintegration.
However,asthescopeofintegrationexpands,theneedforahigherlevelofcoordinationisrequiredandteammembersneedtousetheirsocialbridges(involvingdialogueandnegotiation)fortheprojectandthentoaccessdispersedinternalknowledge(Yang,2005)andappreciatetherelevanceandimportanceoftheirteammates’knowledgethatisgoingtohelptocompleteobjectives(Newell,Tansley&
Huang,2004).So,inordertobemorecompetitiveonintegratingknowledge:
(1)considerablepowersandresourceswillne
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- Research Proposal