Research Proposal文档格式.docx

Research Proposal文档格式.docx

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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