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

By Ali E. Akgün, John Byrne, Halit Keskin, Gary S. Lynn, Salih Zeki Imamoglu. Information Manager (The), 2005

399 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9e0a10c98ffc2632442d36f1ee79ceac7e71ebfd

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Citations in the corpus

The impact of structural and contextual factors on trust formation in product development teams (2010, background): “In complex tasks, more cooperation and coordination among team members is required, therefore higher levels of trust may be necessary to achieve greater team success (Akgun et al., 2005).”
Transactive Memory Systems 1985–2010: An Integrative Framework of Key Dimensions, Antecedents, and Consequences (2011, background): “Akgun et al. (2005) found that the impact of TMS on product outcomes was greater when the task was more complex (i.e., less repetitive and requiring more novel knowledge).”
Knowledge sharing and group cohesiveness on performance: An empirical study of technology R&D teams in Taiwan (2009, methodology): “The measurement items were adopted from the existing literature as follows: knowledge sharing from Bock et al. (2005), TMS from Akgün et al. (2005), trust from Jarvenpaa and Leidner (1999), team performance from Lewis (2004).”
Transactive Memory Systems (2008, background): “Team stability, interpersonal trust, and member familiarity further were found to facilitate TMS in new product development teams (Akgun et al., 2005).”
Managerial Trust in New Product Development Projects: Its Antecedents and Consequences (2009, neutral): “Similarly, although the importance of trust has been acknowledged in the product innovation literature (Madhavan and Grover, 1998; Koskinen et al., 2003; Akgun et al., 2005), the matter of how managerial trust develops within the NPD team has received little systematic theoretical attention.”
Mental models in design teams: a valid approach to performance in design collaboration? (2007, background): “Other studies investigated teams operating tasks that allow free communication, such as management teams (Ensley and Pearce 2001), long-term student groups (Peterson et al. 2000), and development teams (Akgun et al. 2005, Davison and Blackman 2005).”
Success factors of knowledge management in temporary organizations (2011, background): “…motivation of employees to participate in PKM. Management commitment also has a symbolical value for project team members as it legitimates the time and other resources devoted to KM. Literature has also emphasized the important role of the project leader (Barber and Warn, 2005; Akgün et al. 2007).”