Knowledge Sharing in Product Development Teams

  • Eirin LodgaardEmail author
  • Kjersti Øverbø Schulte
Conference paper
Part of the Lecture Notes in Electrical Engineering book series (LNEE, volume 484)


The ability to innovate and introduce viable new products is critical to the competitive position of Norwegian industries in increasingly more dynamic market places. How well collaboration among team members functions determines the extent and effectiveness of integration in the design and development of products. The process of knowledge sharing furthermore represents a critical asset to a product development team and its capacity to innovate new products in an increasingly global and demanding market. This study therefore, using semi structured interviews, examines the factors that influence knowledge sharing, within product development teams. It is concluded that more structured and formal ways of knowledge sharing may play an important role in the future. This will force, as teams become more dispersed, more attention on innovative communication capabilities, with the aim of creating a better prerequisite for knowledge sharing.


Product development Knowledge sharing 



The research was funded by the Research Council of Norway.


  1. 1.
    Andreasen, M.M.: Buur J. Problemløsning, Konstruktion, Produktudvikling. Ljungby: The Technical University of Denmark (1984)Google Scholar
  2. 2.
    Babcock, P.: Shedding light on knowledge management. HR Mag. 49(5), 46–50 (2004)Google Scholar
  3. 3.
    Bakker, M., Leenders, R.T.A.J., Gabbay, S.M., Kratzer, J., Van Engelen, J.M.L.: Is trust really social capital? Knowledge sharing in product development projects. Learn. Organ. 13(6), 594–605 (2006)CrossRefGoogle Scholar
  4. 4.
    Carter, C., Scarbrough, H.: Towards a second generation of KM? The people management challange. Educ. Train. 43(4), 215–224 (2001)CrossRefGoogle Scholar
  5. 5.
    Coakes, E.: Storing and shearing knowledge: supporting the management of knowledge made explicit in transnational organisations. Learn. Organ. 13, 579–593 (2006)CrossRefGoogle Scholar
  6. 6.
    Drucker, P.F.: Managing for the Future: The 1990s and Beyond. Truman Talley Books/Plume, New York (1993)Google Scholar
  7. 7.
    Hinds, P.J., Patterson, M., Pfeffer, J.: Bothered by abstraction: the effect of expertise on knowledge transfer and subsequent novice performance. J. Appl. Psychol. 86, 1232–1243 (2001)CrossRefGoogle Scholar
  8. 8.
    Holste, J.S., Fields, D.: Trust and tacit knowledge sharing and use. J. Knowl. Manag. 14, 128–140 (2010)CrossRefGoogle Scholar
  9. 9.
    Karlsson, C. (ed.): Researching Operations Management. Routledge, New York (2009)Google Scholar
  10. 10.
    Kogut, B., Zander, U.: What firms do? Coordination, identifying, and learning. Organ. Sci., 502–518 (1996)Google Scholar
  11. 11.
    Leonardi, P.M.: Social media, knowledge sharing, and innovation: toward a theory of communication visibility. Inf. Syst. Res. 25(4), 796–816 (2014)CrossRefGoogle Scholar
  12. 12.
    Mintzberg, H.: The Structuring of Organizations: A Synthesis of the Research. Prentice-Hall, Englewoods Cliffs (1979)Google Scholar
  13. 13.
    Nonaka, I.: A dynamic theory of organizational knowledge creation. Organ. Sci. 5(1), 14–37 (1994)CrossRefGoogle Scholar
  14. 14.
    Ojha, A.K.: Impact of team demography on knowledge sharing in software project teams. South Asian J. Manag. 12(3), 67–78 (2005)Google Scholar
  15. 15.
    Polanyi, M.: The Tacit Dimension. Routledge & Kegan Paul, London (1966)Google Scholar
  16. 16.
    Srivastava, A., Bartol, K.M., Locke, E.A.: Empowering leadership in management teams: effect on knowledge sharing, efficacy, and performance. Acad. Manag. J. 49(6), 1239–1251 (2006)CrossRefGoogle Scholar
  17. 17.
    Stalk, G., Evans, P.: Competing on capabilities: the new rules of corporate strategy. Harv. Bus. Rev., 57–69, March–April 1992Google Scholar
  18. 18.
    Staples, S., Webster, J.: Exploring the effects of trust, task interdependence and virtualness on knowledge sharing in teams. Info Syst. 18, 617–640 (2008)CrossRefGoogle Scholar
  19. 19.
    Szulanski, G.: The process of knowledge transfer: a diachronic analysis of stickiness. Organ. Behav. Hum. Decis. Process. 82, 9–27 (2000)CrossRefGoogle Scholar
  20. 20.
    Ulrich, K.T., Eppinger, S.D.: Product Design and Development. McGraw Hill, New York (2011)Google Scholar
  21. 21.
    Vanja, S., Burchardt, C.: Dynamic development structures of integrated product development. J. Eng. Des. 9(1), 3–15 (2010)Google Scholar
  22. 22.
    von Krogh, G., Roos, J.: Organizational Epistemology. Macmillan Press, London (1995)CrossRefGoogle Scholar
  23. 23.
    Wang, S., Noe, R.A.: Knowledge sharing: a review and directions for future research. Hum. Resour. Manag. Rev. 20, 115–131 (2010)CrossRefGoogle Scholar
  24. 24.
    Wheelwright, S., Clark, S.: Revolutionizing Product Development. The Free Press, New York (1992)Google Scholar
  25. 25.
    Yin, R.K.: Case Study Research. Design and Methods, 4th edn. Sage, Beverly Hills (2009)Google Scholar
  26. 26.
    Zakaria, N., Amelinckx, A., Wilemon, D.: Working together apart? Building a knowledge-sharing culture for global virtual teams. Creat. Innov. Manag. 13(1), 15–29 (2004)CrossRefGoogle Scholar

Copyright information

© Springer Nature Singapore Pte Ltd. 2019

Authors and Affiliations

  1. 1.SINTEF Raufoss Manufacturing ASRaufossNorway

Personalised recommendations