Multi-dimensionality of learning in new product development teams

New product development team learning is important in today's turbulent and uncertain markets and technologies. However, the literature treats team learning as a single construct, ignoring its multi-dimensionality. In this study, we develop a multi-dimensional team learning framework based on s...

Full description

Saved in:
Bibliographic Details
Published inEuropean journal of innovation management Vol. 5; no. 2; pp. 57 - 72
Main Authors Akgu¨n, Ali E, Lynn, Gary S, Reilly, Richard
Format Journal Article
LanguageEnglish
Published Bradford MCB UP Ltd 01.06.2002
Emerald Group Publishing Limited
Subjects
Cognition & reasoning
Improvisation
Information dissemination
Knowledge
Memory
Organization theory
Organizational learning
Product development
Statistical analysis
Strategic management
Studies
Teams
Teamwork
United States > US
Cognition
Product development
Teamwork
Organizational learning
Online AccessGet full text

Cover

More Information
Summary:New product development team learning is important in today's turbulent and uncertain markets and technologies. However, the literature treats team learning as a single construct, ignoring its multi-dimensionality. In this study, we develop a multi-dimensional team learning framework based on socio-cognitive constructs. By studying 124 new product development projects, we show empirically that learning in new product development is best conceived as a multi-dimensional structure with nine correlated but distinct constructs including: information acquisition, information implementation, information dissemination, unlearning, thinking, improvisation, memory, intelligence and sensemaking. Further, we demonstrate that a model based on the multi-dimensionality of team learning provides a more robust explanation of new product success than does a unidimensional team learning model.
Bibliography:ObjectType-Article-2
SourceType-Scholarly Journals-1
ObjectType-Feature-1
content type line 23
ISSN:1460-1060
1758-7115
DOI:10.1108/14601060210428168