PLM, Product Lifecycle Management is a new organisational, technology based, business model to run Company activities for accomplishing current product innovation requirements. The PLM business model may be applied both in the manufacturing sector, in the engineering & contracting and in the service sector. PLM is being considered as one of the major technological and organisational challenges of this decade to face the shortening of product lifecycles, the trend toward collaboration in product design and product manufacturing and, in general, to deal with the large amount of product related data amongst business actors in interenterprise contexts. The implementation of the PLM approach can foster a company's product innovation ability, supposing that organisational change and knowledge management are jointly conducted.

http://www5.eesc.usp.br/portaldeconhecimentos/index.php/por/content/download/19499/223260/file/PLM_Paperm%20gareti.pdf

Organisational change and knowledge management in PLM implementation

In the present turbulent environment, enterprises compete through their capability to manage innovation. The evolutionary process of the enterprise can be managed as a succession of innovations towards a vision, if generic evolution management principles are followed. The results from three empirical studies suggest also that the shared values of national culture are more important than a fit with organisational culture for successful evolution management. The critical cultural dimensions are power, distance and uncertainty avoidance. This should be taken into account also in the development of managerial methods.

Radical change through incremental innovations: generic principles and cultural differences in evolution management

Re-engineering global business processes requires innovative methods for inter-organizational learning. This article describes and analyses an experimental telepresence process simulation that was applied to develop and train the cross-site New Product Introduction process of a global telecommunication company. Interactive, real-time audio and video connections over the Internet supported the process-oriented discussion between two groups in distant locations. Identical visual process charts and other information, projected on the walls of the two auditoriums, helped the two teams to discuss and understand the process. Audibility of the discussion was crucial for learning, but the visual 'talking heads' of the participants distorted concentration. Facilitation at both ends and local simulation periods smoothed the interaction and the imbalances between the locations. The simulation achieved positive effects in immediate learning and in motivation for change, although the telepresence caused some limitatio...

Telepresence in cross-site business process simulation - Lessons learnt in technology, social interaction and organizational learning

Development of the production using participative simulation games: Two case studies

The paper analyzes the SimLab™ process simulation method through the theories of boundary objects and collaborative knowledge construction. It introduces first the theoretical background of boundary objects and collaborative knowledge construction in innovation. Thereafter, it describes the SimLab process simulation method and its application to inter-organizational innovation, and analyzes the method against the theory. Implications for the research on boundary objects and facilitation in knowledge co-construction, and for the further development of the process simulation method for inter-organizational innovation are drawn.

P. Haho

Papers

Simulation games in business process re-engineering.