Developing Systems to Support Organisational Learning in Product Development Organisations pp167-180
There are aspects of New Product Development (NPD) business processes that pose particularly difficult challenges to Organizational Learning systems. Short product and process life cycles compress the available time window for recouping the expenses associated with product development. Cross‑functional collaboration in product development organizations requires the merging of knowledge from diverse disciplinary and personal skills‑based perspectives. Cross‑institutional collaboration leads a requirement for knowledge to be combined from participants across multiple collaborating organizations. Transient existence in teams and high turnover results in a reduction in organizational knowledge unless there is a repository for knowledge rather than a dependence on knowledge which is situated in the minds of individuals. High rates of change in turbulent industries, such as electronics, motivates participants in NPD processes to effectively overcome these Organizational Learning challenges. The potential payoff includes time saved by not repeating mistakes and reuse of knowledge that leads to successful products and processes. IS research has paid little attention to NPD processes despite the fact that some IS appears to have the potential to have an impact in that area. Recent research completed by these researchers in Analog Devices Inc identified Organizational Learning challenges encountered by engineering teams in product development. This paper will report on these challenges and will describe how systems were developed to support organizational learning to support the product development process.
Keywords: Organizational Learning, New Product Development, Knowledge Management, Knowledge Management Systems
The paper discusses the positive influence that knowledge creation exerts over organizational performance in regard to collaborative learning environmental and quality uncertainty. The paper shows the Knowledge Value Chain (KVC) would be the best means of expressing the environment and quality condition into corporation rather than the normal value chain and the former is thus becoming more important and significant method of implementation. The Knowledge Value Chain (KVC) will be worked as a model of the knowledge management framework. In a sense, KVC will provide more details how being incorporated with the environmental factors to success the corporation requirements. Eventually, KVC will also discuss how it enabled the corporation improve and develop the most competitive advantage position. As such, it will be widely used worldwide in future as an effective means of corporation management and sustainable development.
Keywords: Knowledge value chain, knowledge management, action research, new product development, alcoholic dinks industry, Australia
The Knowledge‑Based Foundations of Organisational Performance Improvements: An Action Research Approach pp333-344
The strategic and management literature grounded on the resource and knowledge based view of the firm, has widely outlined the importance of knowledge assets in a company’s value creation. However, despite acknowledgment of the strategic relevance of knowledge assets and their management for driving organizational performance improvement, there is still a lack of suitable approaches to disentangle, explain and assess how knowledge assets support the achievement of a company’s strategic outcomes. The paper investigates the role and relevance of knowledge assets in a company’s performance improvement and provides some approaches, tools and managerial suggestions regarding the leveraging knowledge assets as value drivers for improving organisational performance. Methodology: The study is based on action research methodology. Findings: This paper highlights the role and relevance of knowledge assets as critical factors to manage for improving a company’s performance. In particular, integrating the results of an action research project with the main insights from a literature review, the paper provides some approaches, tools and managerial suggestions mainly regarding: i) the identification and mapping of knowledge assets to be managed in order to improve performances; ii) the choice and the design of knowledge assets management initiatives; iii) the evaluation of the performance improvement gained by the implementation of knowledge assets management initiatives. Research limitations: The paper investigates the leveraging knowledge assets for a company’s performance improvement in a specific context of analysis, i.e. the New Product Development (NPD) process. In order to have a more holistic view of the interactions between knowledge assets and company’s value creation mechanisms, an extension of the investigation to other organisational processes is required. Moreover, to generalise the research’s results, several applications in different industries and the use of different research methodologies are required. Practical implications: The paper, on the basis of theoretical and empirical insights, provides four managerial practices which managers might use in order to design and implement knowledge assets management initiatives aimed to support the improvement of company’s performances. Originality/value: The paper provides more light on how knowledge assets and complementarities among them enhance organization’s performances and provides approaches, tools and managerial suggestions for supporting managers in developing and leveraging knowledge assets. Especially the proposed approaches and tools intended to provide managers with information to assist them to allocate their managerial efforts to the knowledge assets with significant impact on performance.
Keywords: knowledge assets, new product development, performance improvement, knowledge assets management, action research.
Volume 8 Issue 3 / Nov 2010 pp267‑344
Keywords: action research, case study, codification and personalization knowledge management strategies, collaborative projects, components of tacit knowledge, critical knowledge factors, design re-use, engineering design, ethnographic study, evidence-based medical practice., explicit and tacit knowledge forms, explicit knowledge, fixture and tooling, knowledge assets management, knowledge based systems, knowledge capital, knowledge integration, knowledge map, nature of tacit knowledge, new product development, organizational culture, performance improvement, research centre, social capital, tacit knowledge,