PurposeThe purpose of this paper is to identify factors that facilitate tacit knowledge sharing in unstructured work environments, such as those found in automated production lines.Design/methodology/approachThe study is based on a qualitative approach, and it draws data from a four‐month field study at a blown‐molded glass factory. Data collection techniques included interviews, informal conversations and on‐site observations, and data were interpreted using content analysis.FindingsThe results indicated that sharing of tacit knowledge is facilitated by an engaging environment. An engaging environment is supported by shared language and knowledge, which are developed through intense communication and a strong sense of collegiality and a social climate that is dominated by openness and trust. Other factors that contribute to the creation of an engaging environment include managerial efforts to provide appropriate work conditions and to communicate company goals, and HRM practices such as the provision of formal training, on‐the‐job training and incentives.Practical implicationsThis paper clarifies the scope of managerial actions that impact knowledge creation and sharing among blue‐collar workers.Originality/valueDespite the acknowledgement of the importance of blue‐collar workers' knowledge, both the knowledge management and operations management literatures have devoted limited attention to it. Studies related to knowledge management in unstructured working environments are also not abundant.
Purpose The purpose of this paper is to discuss factors to support ISO 9001:2015 implementation. A framework for identification and prioritization of factors is applied in Brazilian power train suppliers (Tier 1). Brazil is the eighth largest vehicle manufacturer in the world. Design/methodology/approach The data analysis presented in this paper is grounded in an empirical study involving ISO 9001 certified Brazilian companies (47 plants) that supply auto parts to power train assembly plants. They represent almost 50 percent of the Tier 1 Brazilian power train suppliers. Data collection and analysis is performed with the participation of managers who are experts in quality management systems and ISO 9001. Analytic hierarchy process (AHP) supports the mixed methods approach. The data analysis is broken down by electrical components, machining, sub-components and small parts manufacturers. Findings The factors assessed are top management commitment, team commitment, training, responsibilities and authorities defined, schedule for implementation, quality culture, resource availability, integration between departments, level of bureaucracy as well as level of awareness regarding the ISO 9001 significance. A new factor was identified, which was not cited in the literature, quality staff reliability. Research limitations/implications The research is applied to suppliers of powertrain manufacturers and could reflect other sectors. It is important observe that the automotive sector represents a microcosm of the organization in general and many production models stem from there. Practical implications Understanding the critical factors is important to ensure that managers allocate resources appropriately during implementation and maintenance of ISO 9001:2015. Social implications Organizations around the world have, until 2018, to upgrade their quality systems to ISO 9001:2015 and the results of this paper can support strategies and decision making about that. Originality/value This paper evidences the relative importance among factors and ranks item in order of importance for ISO 9001:2015 implementation. Prior studies indicate the need to develop a mixed methods study to examine the role of the critical factors to support the ISO 9001:2015 implementation as done in this paper.
The paper explores and ranks the key factors that support tacit knowledge sharing in automotive assembly lines. Existing studies on knowledge sharing tend to overwhelmingly focus on knowledge‐intensive, white‐collar work, and despite the acknowledgment of the importance of blue‐collar workers' tacit knowledge, both the knowledge management and operations management literature have devoted limited attention to manufacturing environments, and, in particular, those working on assembly lines. This study draws on qualitative and quantitative data from workers and plant managers of an automotive assembly line located in the Brazilian automotive Modular Consortium (MC), a unique production concept which produces vehicles in high volume and high variety. MC works with six multinational suppliers, which interact directly on the assembly line, sharing physical space, responsibilities, and quality control. The qualitative element of the study included interviews, informal conversations, and on‐site observations. Transcriptions were interpreted using content analysis. The quantitative element entailed a comparison of worker and management survey responses on the relative importance they ascribe to the different factors contributing to knowledge sharing, by ranking them using Analytic Hierarchy Process (AHP). The findings compare and contrast the perspectives of managers and workers on knowledge sharing with reference to factors related to people and processes. Implications for managerial action based on knowledge, HRM, and work management are discussed.
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