Relationship, Based On The Characteristics Of Km Perspective Of It R & D Team Work And Innovation Performance

As the core section of IT corporation, the R&D team whose most important target is to innovate, creates the most value and raises the competitiveness of the whole corporation. While the era of knowledge explosion also becomes the high time that the IT R&D team needs to improve its innovation level and efficiency by effective knowledge management (KM).The KM analyses the operation of organization through the knowledge angle of view. However, the key point of KM is still the management of human. Especially facing to the knowledge workers who are different from the traditional workers, the organization must adopt some particular methods, such as the human resource management or the organization culture construction, to motivate their attitude, behavior and ability in knowledge activities.Meanwhile, in order to make sure the right direction of KM and the harmony of the entire KM system, the organization should choose the suitable knowledge management strategy (KMS). The process of KM and the deployment of the KM system should then be guided by the KMS.On the basis of KM process theory, this research characterizes the knowledge management behavior (KMB) of IT R&D teams in china by five dimensions. Then it introduces the classical job characteristics (JC) model of Hackman & Oldham (1975) into the research of KM and innovation. The impact of JC on KMB is reviewed systematically, and also its effecting mechanism on team innovation performance. According to the research of Hansen (1999), there are two kinds of KMS, which are codification strategy and personalization strategy. This research verifies the interacting effect between JC and KMS on KMB, and tries to seek for the consistency fundament between JC and KMS, which can lead to the good KMBs.This research indicates:(1) The KMB of IT R&D team can be divided into five dimensions, including the acquisition, creation, retention, transfer and application of knowledge.(2) The transfer, creation, application and acquisition of knowledge have significant influence on both total innovation performance and process innovation of the IT R&D team, while the transfer of knowledge fails to exert significant impact on product innovation.(3) All the five core job dimensions of the IT R&D team have significant influence on the total team KMB. Relating to each dimension of KMB, different JCdimension has different influence.(4) The total JC has a significant interacting effect on total KMB with KMS. As regard to each JC dimension, except the task identity and task feedback, each of the other JC dimensions has an interacting effect on KMB with KMS. If the level of skill variety and job autonomy are low or if the level of task significance is high, it's suitable to adopt the codification strategy, which can lead to more KMBs. If the level of skill variety and job autonomy are high or if the level of task significance is low, it's suitable to adopt the personalization strategy.(5) The KMB has a complete intermediation effect on the relationship between JC and innovation performance of the IT R&D team.