International Journal of Business and Applied Social Science

ISSN: 2469-6501 (Online)

DOI: 10.33642/ijbass
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Call for Papers: VOL: 9, ISSUE: 12, Publication December 31, 2023



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Author(s): Wen-Chun Tsai*; Yi-Han Su
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Because of the energy crisis, companies started developing electric vehicles. Company A, as a new entrant, successfully developed a disruptive innovation of the world’s first high-performance, zero emissions, and two-wheeled electric scooter. As disruptive innovation is frequently discovered in the combination of different industrial technologies, company A is comprised of high-tech and traditional industry resources and knowledge. This study aims to explore the process of heterogeneous industry knowledge integration in the traditional motorcycle manufacturing industry by a case study of company A. Following qualitative research method, this study concludes four main findings in product development: (1) organizational knowledge integration is identified to mitigate the impact of functional conflict; (2) design validation knowledge integration is identified to set the standard for pioneer product strategy; (3) internal and external engineering knowledge integration is identified to realizes the goal of pioneer product strategy; (4) product validation knowledge integration is identified to coordinate the flexible planning process.
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