The Impact of Knowledge Creation Activities and Ba on Demand Collaboration Performance

• Main Authors: Hsiung Chen-Wei, 熊真緯
• Other Authors: Tai Chi-Feng
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/11719422562095141299

碩士 === 國立嘉義大學 === 資訊管理學系碩士班 === 98 === Demand collaboration is an effective means of responding to the bullwhip effect. Demand collaboration is not limited to information sharing and knowledge transfer between supply chain partners, but also involves the creation of new knowledge and the establishment of consensus. As a result, the assessment of demand collaboration should incorporate the strategic benefits of knowledge creation activities in addition to the benefits of supply chain operations. This study follows Nonaka’s (1994) knowledge creation theory in examining the effect that the knowledge creation activities of socialization, externalization, combination, and internalization have on increasing demand collaboration performance. This study also integrates previous studies on interorganizational relationships and interorganizational information systems, and seeks to identify the information technology mechanisms and relational mechanisms that support different types of ba. Accordingly, this study attempts to examine the effect of the fit between different knowledge creation activities and the identified ba mechanisms on demand collaboration performance. The result of this research shows that knowledge socialization activity has a significant positive impact on both of collaborative operational benefit and strategical benefit. Knowledge internalization activity has a significant positive impact on collaborative operational benefit, but knowledge externalization and combination activities have no significant impact on collaborative benefit. On the other hand, interorganizational mechanisms, expect joint planning has no impact on externalization, have significant positive impact on its corresponding knowledge creation activities. The results of this study can help managers identify mechanisms for improving knowledge creation activities between supply chain partners, thereby improving the performance of demand collaboration.