Articulating Tacit Knowledge in Multinational E-Collaboration on New Product Designs

2011 ◽  
pp. 2298-2330
Author(s):  
Kenneth David Strang
Keyword(s):  
Tacit Knowledge ◽  
New Product Development ◽  
Mobile Communications ◽  
New Product ◽  
Future Research ◽  
Team Members ◽  
Knowledge Innovation ◽  
Communications Services ◽  
Knowledge Articulation

An e-business new product development (NPD) knowledge articulation model is built from the interdisciplinary empirical and theoretical literature. The model is intended to facilitate a case study of a large multinational mobile communications services/products company (with team members in Europe, Asia and Australia). The NPD teams include subject matter experts that function as a community of practice, electronically collaborating in a virtual context. The knowledge created and shared in the NPD teams involve various unknown levels of tacit and explicit ideas, which are difficult to understand or assess. The goal of the research is to build a tacit knowledge articulation framework and measurement construct that can be used to understand how a successful (or unsuccessful) NPD team operates, in terms of knowledge innovation and productivity. Complex issues and controversies in knowledge management are examined to clarify terminology for future research.

Articulating Tacit Knowledge in Multinational E-Collaboration on New Product Designs

2011 ◽  
pp. 206-238 ◽  
Author(s):  
Kenneth David Strang
Keyword(s):  
Tacit Knowledge ◽  
New Product Development ◽  
Mobile Communications ◽  
New Product ◽  
Future Research ◽  
Team Members ◽  
Knowledge Innovation ◽  
Communications Services ◽  
Knowledge Articulation

An e-business new product development (NPD) knowledge articulation model is built from the interdisciplinary empirical and theoretical literature. The model is intended to facilitate a case study of a large multinational mobile communications services/products company (with team members in Europe, Asia and Australia). The NPD teams include subject matter experts that function as a community of practice, electronically collaborating in a virtual context. The knowledge created and shared in the NPD teams involve various unknown levels of tacit and explicit ideas, which are difficult to understand or assess. The goal of the research is to build a tacit knowledge articulation framework and measurement construct that can be used to understand how a successful (or unsuccessful) NPD team operates, in terms of knowledge innovation and productivity. Complex issues and controversies in knowledge management are examined to clarify terminology for future research.

Effectively Using Systems Thinking in New Product Development (NPD)

2018 ◽  
Vol 8 (2) ◽  
pp. 69-85
Author(s):  
Brian J. Galli
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Systems Thinking ◽  
New Product ◽  
Project Managers ◽  
Future Research ◽  
Start Up ◽  
Push Forward ◽  
A Company

This is a case study concerning technology start-up companies involved in systems thinking during new product development. It is found that systems thinking is pivotal to assisting project managers in moving a project from start to successful completion. The essence of systems thinking is getting all teams in a company to work together as one, to push forward new product development. The study reveals some of the challenges associated with implementing the systems theory in new product development for these companies. This area of study holds promise for continued future research. However, there are still some implementation issues in the real world that have been identified and perhaps are in need of further exploration.

Knowledge sharing practices of project teams when encountering changes in project scope: A contingency approach

2012 ◽  
Vol 38 (5) ◽  
pp. 423-441 ◽  
Author(s):  
Wei-Tsong Wang ◽  
Nai-Yuan Ko
Keyword(s):  
Knowledge Sharing ◽  
New Product Development ◽  
New Product ◽  
Project Teams ◽  
Future Research ◽  
Development Projects ◽  
Factors Affecting ◽  
The Relationship ◽  
Contingency Approach

Prior studies indicate that undesired consequences may occur if knowledge cannot be effectively shared among members of a project team. Nevertheless, there are few studies that explore the knowledge-sharing (KS) mechanisms used and the contingency factors affecting their application in the context of managing new product development projects that encounter changes in project scope. Therefore, in this research the principles of the contingency approach were adopted in order to examine the KS mechanisms used and the contingency factors affecting their use in this context via an in-depth case study. Three key KS mechanisms and three contingency factors affecting their application were identified based on the research results. The relationship between the KS mechanisms and the contingency factors is formalized in five propositions. Future research that examines the interrelationships among these contingency factors and how they collectively influence KS practices in similar contexts is encouraged.

Concurrent Engineering Assessment: A Proposed Framework

1996 ◽  
Vol 210 (4) ◽  
pp. 321-328 ◽  
Author(s):  
J Poolton ◽  
I Barclay
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Concurrent Engineering ◽  
Research Study ◽  
New Product ◽  
Using Data ◽  
Past Experiences ◽  
Depth Interviews

There are few studies that have found an adequate means of assessing firms based on their specific needs for a concurrent engineering (CE) approach. Managers interested in introducing CE have little choice but to rely on their past experiences of introducing change. Using data gleaned from a nine month case study, a British-wide survey and a series of in-depth interviews, this paper summarizes the findings of a research study that examines how firms orientate themselves towards change and how they go about introducing CE to their operations. The data show that there are many benefits to introducing CE and that firms differ with respect to their needs for the CE approach. A tentative means to assess CE ‘needs’ is proposed which is based on the level of complexity of goods produced by firms. The method is currently being developed and extended to provide an applications-based framework to assist firms to improve their new product development performance.

The role of new product development briefs in implementing sustainability: A case study

2010 ◽  
Vol 27 (3-4) ◽  
pp. 172-182 ◽  
Author(s):  
Effrosyni Petala ◽  
Renee Wever ◽  
Chris Dutilh ◽  
Han Brezet
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product

scholarly journals Exploring Strategies for Capturing Customer's Tacit Knowledge in Customer Integration Methods

2016 ◽  
Vol 12 (2) ◽  
pp. 1-19 ◽  
Author(s):  
Ulrich Bretschneider ◽  
Shkodran Zogaj
Keyword(s):  
Tacit Knowledge ◽  
New Product Development ◽  
New Product ◽  
Product Knowledge ◽  
Integration Methods ◽  
Customer Integration ◽  
Transfer Processes ◽  
Lead User ◽  
Tacit Knowledge Transfer ◽  
Key Resources

In many instances, customers are seen as one of the key resources for new product development (NPD), as they often have deep product knowledge, either in the form of explcit or tacit knowledge. Firms' NPD departments are highly interested in internalizing these forms of customer knowledge with the help of customer integration methods, such as Ideas Competitions, Lead-User-Workshops etc. However, research analyzing how these methods enable transfer of customer's tacit knowledge – which can hardly be expressed – has been neglected. Thus, scholars are constantly calling for research that focuses on understanding the tacit knowledge transfer processes by means of customer integration methods. This research identifies a total of 15 methods with the help of a systematic literature review. By then systematically analyzing these methods, authors found that six of these methods make use of two major strategies to internalise customer's tacit knowledge: Story Telling-Strategy and Observing Customer Activities-Strategy. The rest of these methods do not allow for capturing customer's tacit knowledge at all. Based on these insights, authors derived valuable implications for NPD practice on how each of these methods can leverage tacit knowledge from customers more efficiently.

From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management

1998 ◽  
Vol 62 (4) ◽  
pp. 1-12 ◽  
Author(s):  
Ravindranath Madhavan ◽  
Rajiv Grover
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Distributed Cognition ◽  
New Product ◽  
Team Processes ◽  
Team Members ◽  
Personal Interaction ◽  
Design Variables ◽  
Embedded Knowledge ◽  
Team Orientation

Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are important process variables for the effective and efficient creation of new knowledge.

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