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When less is more: the downside of customer knowledge sharing in new product development teams

When less is more: the downside of customer knowledge sharing in new product development teams Despite the common belief that knowledge sharing in new product development (NPD) teams is beneficial, empirical findings are mixed. We adopt a microfoundations perspective and draw from the socio-cognitive theory to propose a model that theorizes a nonlinear effect of customer knowledge sharing behaviors on NPD performance. In particular, we identify the underlying mechanism through which shared common customer knowledge and perceived diagnostic value shape the nonlinear returns to customer knowledge sharing behaviors. In Study 1, data from the biotechnology industry provide support for the hypothesis that customer knowledge sharing behaviors in NPD teams have an inverted U-shaped relationship with NPD performance. In Study 2, data from business-to-business (B2B) industries demonstrate that customer knowledge sharing behaviors are positively related to shared common customer knowledge in NPD teams, and the latter has an inverted U-shaped effect on NPD performance. Finally, this nonlinear effect is moderated by the team’s perceived diagnostic value of customer knowledge, such that the inflection point of the inverted U-shaped curve is shifted upward in teams with high levels of perceived diagnostic value of customer knowledge, strengthening the impact of shared common knowledge on NPD performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of the Academy of Marketing Science Springer Journals

When less is more: the downside of customer knowledge sharing in new product development teams

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References (167)

Publisher
Springer Journals
Copyright
Copyright © Academy of Marketing Science 2019
Subject
Business and Management; Business and Management, general; Marketing; Social Sciences, general
ISSN
0092-0703
eISSN
1552-7824
DOI
10.1007/s11747-019-00646-w
Publisher site
See Article on Publisher Site

Abstract

Despite the common belief that knowledge sharing in new product development (NPD) teams is beneficial, empirical findings are mixed. We adopt a microfoundations perspective and draw from the socio-cognitive theory to propose a model that theorizes a nonlinear effect of customer knowledge sharing behaviors on NPD performance. In particular, we identify the underlying mechanism through which shared common customer knowledge and perceived diagnostic value shape the nonlinear returns to customer knowledge sharing behaviors. In Study 1, data from the biotechnology industry provide support for the hypothesis that customer knowledge sharing behaviors in NPD teams have an inverted U-shaped relationship with NPD performance. In Study 2, data from business-to-business (B2B) industries demonstrate that customer knowledge sharing behaviors are positively related to shared common customer knowledge in NPD teams, and the latter has an inverted U-shaped effect on NPD performance. Finally, this nonlinear effect is moderated by the team’s perceived diagnostic value of customer knowledge, such that the inflection point of the inverted U-shaped curve is shifted upward in teams with high levels of perceived diagnostic value of customer knowledge, strengthening the impact of shared common knowledge on NPD performance.

Journal

Journal of the Academy of Marketing Science – Springer Journals

Published: Mar 13, 2020

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