Salih Zeki İmamoğlu

Knowledge networks in new product development projects: a transactive memory perspective

Even though an individuals knowledge network is known to contribute to the effectiveness and efficiency of his or her work in groups, the way that network building occurs has not been carefully investigated. In our study, activities of new product development teams were analyzed to determine the antecedents and consequences on the transactive memory systems, the moderating affect of task complexity was also considered. We examined 69 new product development projects and found that team stability, team member familiarity, and interpersonal trust had a positive impact on the transactive memory system and also had a positive influence on team learning, speed-to-market, and new product success. Further, we found that the impact of the transactive memory system on team learning, speed-to-market, and new product success was higher when there was a higher task complexity. Theoretical and managerial implications of the study findings are discussed.

Antecedents and consequences of team potency in software development projects

Developing new software quickly, successfully, and at low cost is critical in organizations. Ways of assessing the effectiveness of development teams has highlighted measures of factors, such as teamwork, group cohesiveness, and team integration, but the use of group potency theory (the collective belief of a group that it can be effective) is rare. In our study, we investigated antecedents of and consequences to group potency in software development project teams. By examining 53 software development project teams collected from small and medium-sized software firms in Turkey, we found, that team potency positively affected speed-to-market, development cost, and market success of the product. We also found that trust among project team members, past experiences of the members, and team empowerment had a positive impact on the team potency during the project. Managerial and theoretical implications are discussed.

The mediator role of learning capability and business innovativeness between total quality management and financial performance

The concept of total quality management (TQM) has attracted many researchers from a variety of disciplines. In particular, the literature has addressed the impact of TQM on a firm’s operations and performance. However, disparate perspectives on the relationship between TQM and a firm’s financial performance have emerged. In this paper, we suggest an interconnected relationship among TQM, organisational learning capability (OLC), business innovativeness, and a firm’s financial performance and propose that OLC and business innovativeness mediate the relationship between TQM and a firm’s financial performance. By studying 193 firms in Turkey, we found that: (1) TQM affects OLC and a firm’s business innovativeness, (2) OLC influences a firm’s business innovativeness and (3) a firm’s business innovativeness affects its financial performance. Also, we found that OLC and business innovativeness in a firm mediate the relationship between TQM and the firm’s financial performance.

The Relationships Between Adhocracy and Clan Cultures and Tacit Oriented KM Strategy

Abstract In this study knowledge is considered as explicit and tacit; and in line with this, knowledge management strategy that focuses on tacit knowledge is identified as tacit oriented knowledge management strategy. Organizational culture, which is one of the crucial antecedents of knowledge management process, is categorized into four types by using two dimensions—external versus internal orientation and formal versus informal organizational process—as adhocracy, clan, market and hierarchy. And the relationships between adhocracy, and clan culture and tacit oriented knowledge management strategy are investigated. Also the industrial environment hostility is used as a moderator between adhocracy and clan cultures, and tacit oriented knowledge management strategy. According to the regression analyses, adhocracy and clan cultures have positive effects on tacit oriented knowledge management strategy; and the impact (magnitude) of adhocracy culture is approximately the same as the clan culture on tacit oriented knowledge management strategy. Also it was found that greater industry environment hostility, the greater relationship between adhocracy and clan cultures, and tacit oriented knowledge management Strategy.

THE EFFECT OF POTENTIAL ABSORPTIVE CAPACITY AND INNOVATION ON COMPETITIVE ADVANTAGE: A MODEL FROM PARTICIPATIVE LEADERSHIP PERSPECTIVE

Increasing uncertain environmental conditions and changing business environment have inevitably pushed organizations to quest for knowledge. The new knowledge obtained by the end of this quest moves an organization to further position from the current one. Similarly, organizations should adapt themselves based on knowledge in order to survive within the context of changing customer demands and developing technologies. This adaptation, herewith, often requires product/service, process and method innovation that enable the organizations to have a competitive advantage over the others. The aim of this study is to exert the effect of participative leadership style on potential absorptive capacity, which means knowledge acquisition and assimilation, innovation and competitive advantage by addressing participative leadership style on organizational level rather than individual and team level, and also to discuss the mediating roles of potential absorptive capacity and innovation between participative leadership styles and competitive advantage