Knowledge Management For Dynamic Automotive Networks
25 Sep 2006-pp 591-598
TL;DR: These dynamie automotive networks are facing similar challenges like Dynamic Virtual Organizations (DVO) do, and need to create temporary alliances of organizations to share skills, competences and resources.
Abstract: The automotive industry is facing new challenges from increasing product diversification and complexity, decreasing product live cycle times and the permanent need for cost reduction. Car Manufacturers’ are assigning more and more development tasks and manufacturing orders to suppliers. Suppliers need to create temporary alliances of organizations to share skills, competences and resources. These dynamie automotive networks are facing similar challenges like Dynamic Virtual Organizations (DVO) do.
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Book•
01 Jan 2008
TL;DR: Nonaka and Takeuchi as discussed by the authors argue that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy.
Abstract: How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself withthe master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline. As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.
3,668 citations
12 Oct 2020
TL;DR: This paper aims to determine an optimal product portfolio by minimizing the konlwedge transferring costs by using a fuzzy binary linear programming model and using the fuzzy data which make the model more realistic.
Abstract:
Purpose
The success of any organization in a knowledge-based economy depends on effective knowledge transferring and then proper use of the transferred knowledge. As is known, optimizing the knowledge transferring costs in a product portfolio plays an important role in improving productivity, competitive advantage and profitability of any organization. Therefore, this paper aims to determine an optimal product portfolio by minimizing the konlwedge transferring costs.
Design/methodology/approach
Here, a fuzzy binary linear programming model is used to select an optimal product portfolio. The model is capable of considering the knowledge transferring costs while taking into account the human-hours constraints for each product by a fuzzy approach. Using fuzzy ranking functions, a reasonable solution of the model can be achieved by classical or metaheuristic algorithms.
Findings
Numerical experiments indicate that the proposed fuzzy model is practically effective.
Originality/value
The contributions of this work essentially consist of considering knowledge transferring costs in selecting an optimal product portfolio and using the fuzzy data which make the model more realistic.
5 citations
TL;DR: In this article, a new approach combines the Delphi-method with experience management software based on semantic web technology to enable reuse experience for the development of highly automated manufacturing systems and to minimise ramp-up risks.
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Posted Content•
TL;DR: The questionnaire data suggest that the overall level of knowledge transfer is higher during periods of product redesign than it is during the steady state, whereas the nterview data indicate that there were more mentions of knowledgeTransfer during the Steady state.
Abstract: This study provides a longitudinal empirical examination of the basic elements of Nonaka's (1994) dynamic theory of organizational knowledge creation. First, the data illustrate the notion that knowledge creation in organizations proceeds through an intertwined four-phase process: (1) socialization (tacit knowledge amplification); (2) externalization (tacit knowledge is transformed into explicit knowledge); (3) combination (explicit knowledge amplification); and (4) internalization (explicit knowledge is transformed into tacit knowledge). Second, the study extends Nonaka's theory by comparing the relative amount of intra-organizational knowledge transfer occurring during periods of product redesign with the amount of knowledge transfer occurring during steady-state periods. The questionnaire data suggest that the overall level of knowledge transfer is higher during periods of product redesign than it is during the steady state, whereas the nterview data indicate that there were more mentions of knowledge transfer during the steady state. Third, the data suggest that there may be benefit in adding tacit error correction as a fifth phase in the learning cycle. This phase is characterized by a dual emphasis on externalization and internalization. Implications of these findings are discussed.
143 citations
"Knowledge Management For Dynamic Au..." refers background in this paper
...The existence of the model is confirmed by long-term empirical investigation at a small car manufacturing enterprise (Dyck et al., 2005)....
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TL;DR: In this paper, a longitudinal empirical examination of the basic elements of Nonaka's (1994) dynamic theory of organizational knowledge creation is provided, which illustrates the notion that knowledge creation in organizations proceeds through an intertwined four-phase process: (1) socialization (tacit knowledge amplification), (2) externalization, (3) combination, (4) internalization, and (5) tacit knowledge transformation.
Abstract: This study provides a longitudinal empirical examination of the basic elements of Nonaka's (1994) dynamic theory of organizational knowledge creation. First, the data illustrate the notion that knowledge creation in organizations proceeds through an intertwined four-phase process: (1) socialization (tacit knowledge amplification); (2) externalization (tacit knowledge is transformed into explicit knowledge); (3) combination (explicit knowledge amplification); and (4) internalization (explicit knowledge is transformed into tacit knowledge). Second, the study extends Nonaka's theory by comparing the relative amount of intra-organizational knowledge transfer occurring during periods of product redesign with the amount of knowledge transfer occurring during steady-state periods. The questionnaire data suggest that the overall level of knowledge transfer is higher during periods of product redesign than it is during the steady state, whereas the interview data indicate that there were more mentions of knowledge transfer during the steady state. Third, the data suggest that there may be benefit in adding tacit error correction as a fifth phase in the learning cycle. This phase is characterized by a dual emphasis on externalization and internalization. Implications of these findings are discussed.
125 citations
24 Aug 1998
TL;DR: The focus of this paper is on describing the design of the federated architecture of the DIMS component, based on an object-oriented federated/distributed information management architecture, specifically tailored for the VE paradigm.
Abstract: In general, a Virtual Enterprise (VE) is an interoperable network of pre-existing enterprises with a common goal, where the enterprises can function together as a single organization. With the objective of developing a reference architecture and a support infrastructure for VEs, the Esprit project PRODNET II (Production Planning and Management in an Extended Enterprise) is conceived. In the PRODNET architecture, the Distributed Information Management System (DIMS) component supports the VE information management requirements and provides a framework to exchange and cooperatively manage data between VE-member enterprises, while preserving the autonomy of individual enterprises. The DIMS design is based on an object-oriented federated/distributed information management architecture, specifically tailored for the VE paradigm. The focus of this paper is on describing the design of the federated architecture of the DIMS component.
42 citations
Dissertation•
01 Jan 2004
3 citations
"Knowledge Management For Dynamic Au..." refers background in this paper
...Research on management of organizational knowledge creation in new product development process (Schulze, 2004) also reaffirms the existence of the cycle of organizational learning....
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...On the other hand tacit knowledge comprises all abilities and skills that are hardly or not at all describable by the knowledgeable person (Schulze, 2004)....
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...Combination also has a positive impact on the quality of product launches, including ramp-up phase (Schulze, 2004)....
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