How does the employee cross-training lean tool affect the knowledge transfer in product development processes?

2016 ◽  
Vol 46 (3) ◽  
pp. 371-385 ◽  
Author(s):  
Stefan Stanica ◽  
Jorge Peydro
Keyword(s):  
Knowledge Transfer ◽  
Product Development ◽  
Theoretical Framework ◽  
Content Type ◽  
Positive Effects ◽  
Transfer Processes ◽  
Cross Training ◽  
Development Processes ◽  
The Cross ◽  
Product Development Processes

Purpose This paper aims to study the challenge of transferring knowledge among product development processes of an research and development department and other departments of the organization. To have a more concise focus on this broad field and having a lean perspective, this paper aims to analyse and identify how the cross-training employee lean tool affects the knowledge transfer processes in the previously mentioned departments. Design/methodology/approach This paper bases its research on a valid theoretical framework which is built to develop an explorative perspective that allows the authors to create and interpret the data collected from the companies through interviews. The paper uses a qualitative perspective by using the expertise of the companies not only to validate and draw conclusions from the studied theoretical framework but also to look beyond it. Findings The companies agree that the implementation of the cross-training employee lean tool will have a positive effect on the knowledge transfer processes in the organizations. Other important advantages that are detected are that this lean tool broadens the knowledge and the competences of employees, and that it helps the company to manage the tacit knowledge. However, some unexpected drawbacks such as the lack of metrics for measuring the knowledge transfer and the strictness of this lean tool were also found. Originality/value No previous research exists that analyses the effect of cross-training lean tool in knowledge transfer processes. This paper identifies such a gap in the literature and is used as the starting point to motivate the use of this tool to improve knowledge transfer processes due to the positive effects of it.

Processes, characteristics, and effectiveness

2015 ◽  
Vol 28 (3) ◽  
pp. 486-503 ◽  
Author(s):  
Hao Shen ◽  
Ziye Li ◽  
Xiuyun Yang
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Content Type ◽  
Management Framework ◽  
Integrative Framework ◽  
Positive Effects ◽  
Transfer Processes ◽  
Knowledge Processes ◽  
Knowledge Management Theory ◽  
Interview Survey

Purpose – The purpose of this paper is to address important but unresolved questions regarding how different knowledge transfer processes and characteristics affect knowledge transfer effectiveness (KTE). This study, which draws on an integrative knowledge management framework, forces us to reconsider successful knowledge transfer within organizations. Design/methodology/approach – The data for this study were obtained through an interview survey of 117 firms in China. The questionnaire was adapted from several previous studies on processes, characteristics, and effectiveness of knowledge transfer. A regression method was conducted to test all hypotheses. Findings – The findings show that both structured and unstructured knowledge processes has positive effects on KTE. Furthermore, knowledge embeddedness and articulability differently moderate the relationship between transfer processes and effectiveness. Originality/value – The paper contributes to knowledge management theory by providing an integrative framework on how organizations can facilitate KTE by conducting appropriate transfer processes aligned with differentiated knowledge characteristics. Further, this study investigates the “fit” between knowledge transfer processes and characteristics.

scholarly journals Knowledge integration with customers in collaborative product development projects

2016 ◽  
Vol 31 (7) ◽  
pp. 889-900 ◽  
Author(s):  
Mohammad H. Eslami ◽  
Nicolette Lakemond
Keyword(s):  
Product Development ◽  
Knowledge Integration ◽  
Case Analysis ◽  
Product Development Process ◽  
Development Projects ◽  
Collaborative Product Development ◽  
Content Type ◽  
Development Processes ◽  
Knowledge Contribution ◽  
Product Development Processes

Purpose This paper aims to address the need for managerial and organizational approaches to knowledge integration with customers in collaborative product development projects. The purpose is to identify the roles of customers in terms of the customer’s knowledge contribution and timing of customer collaboration in the product development process. Design/methodology/approach This study is based on a multi-case study approach, comprising four product development projects from two large international suppliers. The cases were selected following the theoretical replication logic. Data consist of interviews, workshops and secondary information. For each of the cases, a within-case analysis was performed followed by a cross-case analysis. Findings The study shows that the customer’s knowledge contribution is aligned with the specific requirements of each phase of the product development. Three specific customer roles are identified and connected to the customer’s knowledge contribution and the timing of customer collaboration. The technical capability of the customer and the locus of initiative of the product development project are affecting the prerequisites for knowledge integration with customers. Research limitations/implications The study is performed from the perspective of supplier firms. The authors have not been able to capture the perspective of the customer in detail. As it is expected that both customers and suppliers benefit from a systematic knowledge exchange, future studies could examine knowledge contributions in both directions. Practical implications The findings can be used to devise effective approaches for collaborative product development with customers related to the customer’s knowledge contribution and the timing of customer collaboration and provide guidance to firms seeking to benefit from knowledge residing at customers. Originality/value This is one of the first studies to focus on the integration of customers’ knowledge in product development processes. This paper contributes to the customer–supplier collaboration literature by presenting further insight into customers’ knowledge contributions, the timing of customer collaboration in product development processes and the prerequisites for knowledge integration with customers.

A conceptualization of suppliers’ and buyers’ abilities in product development

IMP Journal ◽  
2018 ◽  
Vol 12 (3) ◽  
pp. 413-426 ◽  
Author(s):  
Lena Bjerhammar ◽  
Jörgen Elbe
Keyword(s):  
Problem Solving ◽  
Product Development ◽  
Conceptual Framework ◽  
Design Methodology ◽  
Business Relationship ◽  
Content Type ◽  
Development Processes ◽  
Retail Chains ◽  
Product Development Processes

PurposeThe purpose of this paper is to present a conceptual framework of specified buyer and supplier abilities which may be apparent in processes when firms wish to develop products where other features than function are important.Design/methodology/approachData were collected through personal interviews with managers at eight major Swedish retail chains. The framework has been developed from an analysis of the data. Three of the cases are presented to illustrate how the framework may be applied.FindingsThe framework contains the concepts specification ability and description ability, which define and specify the demand abilities of the buyer, and the concepts translation ability, interpretation ability and implementation ability, which define and specify the problem-solving abilities of the supplier.Originality/valueThe framework presented here contributes to the business relationship and network literature on product development processes by highlighting and conceptualizing the process between buying firms who have different abilities or even inabilities to specify and explain desired product qualities, and the suppliers who should interpret the demands of these buyers.

scholarly journals Applying empathy-driven participatory research methods to higher education new degree development

2019 ◽  
Vol 47 (1) ◽  
pp. 17-24 ◽  
Author(s):  
Lisa Bosman ◽  
Abrar Hammoud ◽  
Sandhya Arumugam
Keyword(s):  
Higher Education ◽  
Product Development ◽  
Participatory Research ◽  
New Product Development ◽  
Design Thinking ◽  
New Product ◽  
Learning Context ◽  
Content Type ◽  
Development Processes ◽  
Product Development Processes

Purpose Innovation and entrepreneurship are economic drivers promoting competition and growth among organizations throughout the world, many of which would not exist without well-established new product development processes coupled with intentional and strategic focus on research and development. New product development processes, such as the lean start-up methodology and design thinking, are well-known and thriving as a result of empirically grounded research efforts. Unfortunately, educational institutions and educational researchers, alike, are lagging when it comes to new program/degree development processes. Although the quantity of new degree offerings has increased substantially over the past several decades (in particular for multidisciplinary, interdisciplinary and transdisciplinary programs), limited research has been conducted to document key procedures associated with the creation of new degree programs. The purpose of this study is to show one approach to how students can be involved within the new program development process. Design/methodology/approach This approach uses participatory research, wherein students act as researchers and actively participate in the data collection and analysis process. Under the umbrella of participatory research, the study uses photovoice, photoelicitation and focus groups for collecting qualitative data. Findings Results suggest that students in one transdisciplinary studies in technology program value the following key attributes: learning style (agency and choice, active hands-on learning and real-world applications) and learning context (technology and design-focused assignments, integration of humanities and self-selected disciplines of interest). Originality/value Recommendations are provided for various higher education benefactors of the user-generated data, including administration, faculty, marketing, recruitment, advisors and the students themselves.

Complexity and control: benchmarking of automobiles and electronic products

2012 ◽  
Vol 19 (4/5) ◽  
pp. 502-516 ◽  
Author(s):  
Takahiro Fujimoto ◽  
Young Won Park
Keyword(s):  
Product Development ◽  
Structural Design ◽  
Product Development Process ◽  
Coordination Problem ◽  
Electronic Products ◽  
Content Type ◽  
Mechanical Products ◽  
Development Processes ◽  
Software Engineers ◽  
Product Development Processes

PurposeThe purpose of this exploratory paper is to analyze how complexity of an artifact affects designing processes of its mechanical, electric, and software sub‐systems.Design/methodology/approachBased on existing empirical research and frameworks of axiomatic design, product architecture, and product development process, the paper proposes a simple model of functional and structural design to examine how engineers' ways of thinking differ among mechanical, electric and software engineers.FindingsThis paper argues that products and artifacts tend to become complex (often with integral architecture) when customers' functional requirements become more demanding and societal/technological constraints become stricter, and that complex mechanical products are often accompanied by electronic control units with complex functions. This implies that designing complex mechanical products often requires intensive coordination among mechanical, electric and software engineers. This, however, is not easy, as engineers' way of thinking is often different among the three areas: mechanical engineers want to complete structural design information first to build prototypes; electrical and software engineers (the latter in particular) request complete functional information first.Research limitations/implicationsIn order to solve the above‐mentioned mechanical‐electrical‐software coordination problem, engineers need to share basic design concept of the product in question. Heavy‐weight product managers who infuse the product concept to the project members might be the key to this coordination. Companies may need to make sure that their product development processes are friendly to all of the three groups of engineers.Originality/valueAlthough designing complex artifacts has been a popular research theme since H. Simon's seminal work, issues of organizational coordination for developing complex products, with increasing managerial importance, need further research. With an empirical case of the automobile and electronic products, the present paper is unique in that it combines frameworks of product development processes, product architectures, and organizational capabilities.

Product development management complexity: emerging challenges and the role of senior leadership

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Juliano Pavanelli Stefanovitz ◽  
Ana Beatriz Lopes de Sousa Jabbour
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Systems Engineering ◽  
Portfolio Management ◽  
Management Practices ◽  
New Product ◽  
Content Type ◽  
Development Processes ◽  
Product Development Processes

Purpose This paper aims to present and discuss factors that affect the current complexity of new product development processes in the appliance sector, exploring their influence on the repositioning of senior Research & Development (R&D) executives in terms of both knowledge and leadership management. Design/methodology/approach The paper is built on an illustrative real case which is analyzed based on the conceptual foundations of the role of senior R&D executives, vis-a-vis industry specialists’ reflections on new requirements for such managers due to the current complexity of new product development processes. Findings The paper proposes an integrative framework that links emerging trends in product development complexity with a new enhanced approach required for senior R&D management. In addition, this paper raises new skills to equip the current and future generations of R&D managers, taking into account the need to reposition the knowledge management skills of senior R&D executives. Practical implications This paper sheds light on the skills desirable for senior R&D executives to be prepared for the new complexity involved in new product development processes, such as soft skills related to people management practices; technical skills related to portfolio management, project management and systems engineering; and conceptual skills related to the own, teach, learn and delegate strategy. Originality/value This paper blends academic and practical experience to shed light on emerging issues within R&D organizations and to point out the value of real impact research to open new research avenues.

Mobilizing resources in product development by organizational interfaces across firms, units and functions

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Viktoria Sundquist ◽  
Lisa Melander
Keyword(s):  
Product Development ◽  
System Integration ◽  
Single Case ◽  
Product Development Process ◽  
Structured Interviews ◽  
Content Type ◽  
Organizational Network ◽  
Development Processes ◽  
Product Development Processes

Purpose This paper aims to investigate how various organizational interfaces between firms, units and functions, and the interplay between them, are developed and mobilized in product development processes. Design/methodology/approach The theoretical framework is based on the industrial network approach, including interactive resource development and the concept of organizational interfaces. A single case study is conducted at a world-leading industrial tool manufacturer, illustrating how resources are combined over time, crossing boundaries of firms, units and functions in the development of a hand-held digitalized tool for quality assurance in the production of cars. Data have been collected through semi-structured interviews, with additional data in the form of project reports, internal documents and practices for external collaboration. Findings In addition to inter-organizational interfaces, the study identifies a typology of scouting, embarking and integration interfaces at unit level (geographically spread units of one multinational corporation) and interpretation and reciprocal interfaces at function level. The conclusions show that these interfaces affect the outcome of three aspects of the product development process: product characteristics and functionality features, system integration and organizational network extent. Existing interfaces serve as a platform for developing interaction further and provide the interfaces with new content, thus moving between different types of interfaces. Product development processes also involve new interfaces where there was no previous interaction between the parties. Research limitations/implications This research has implications for the interplay between interfaces in cases involving multiple external and internal actors in resource combining efforts. Practical implications External interactions between firms influence and impact internal activities and resources. Managers need to be aware of the complex interdependencies between external and internal interfaces and resources. Managing organizational interfaces is about both exploiting established interfaces and developing new ones. Consequently, existing interfaces may be activated differently to align with new interaction purposes, which, in turn, requires efforts to combine resources according to the new conditions. Originality/value Previous research contains a typology of organizational interfaces between customers and suppliers. The study expands on this research by identifying internal interfaces between units and functions.

scholarly journals Dynamic capabilities and marketing capabilities in Portugal

2017 ◽  
Vol 30 (3) ◽  
pp. 417-430 ◽  
Author(s):  
Álvaro Dias ◽  
Pereira Renato
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
Marketing Capabilities ◽  
Resource Configuration ◽  
Content Type ◽  
Transfer Processes ◽  
And Performance ◽  
Construct Dimensions ◽  
Operational Aspects

Purpose The purpose of this paper is to offer an operationalization of an aggregate construct and a decisive contribution to building a dynamic capabilities theory with marketing implications. The authors investigate the influence of dynamic capabilities, specifically routine creation through embedding learning and knowledge, on marketing capabilities and performance in Portugal. The authors examine the direct relationship between dynamic capabilities and marketing capabilities, which is indirectly linked to performance depending on the effectiveness of the resulting new resource configuration. Design/methodology/approach The authors used four construct dimensions: knowledge creation routines, knowledge transfer processes, marketing capabilities, and firm performance. The study was based on an inter-industry random sample of firms selected from a commercial list. During a nine-month period the authors gathered data from a questionnaire delivered in hand to participating firms and collected through in-depth personal interviews. It was filled out by directors of Portuguese firms who agreed to participate in this study. Findings First, dynamic capabilities play an important role in the evolution of marketing capabilities and the maintenance of competitive advantage. Specifically, the authors identified a link between knowledge creation routines and knowledge transfer processes with marketing capabilities. Second, the effect of dynamic capabilities on performance can be considered to be substantially indirect. However, the results also show a direct link between knowledge transfer and performance. Originality/value First, the development of a model establishing the contribution to the evolution of marketing capabilities in order to compete in a changing environment, considering the critical effect of knowledge creation and transfer in a non-static market configuration. Second, the analysis of marketing capabilities from different layers, from strategic to more operational aspects.

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