Manufacturing knowledge management

Abstract

The continuous growth in socioeconomics environment dynamics and the complexity that surrounds manufacturing systems have made companies review their strategies and practices related to their production systems. They have been concentrating efforts at the development of Production Models, and thus the Resource Based Theory has been revisited. This study aims to identify the critical elements that characterize the relationship between manufacturing strategy, technology planning, and knowledge management actions. Based on the theoretical context of manufacturing and technological strategies, a processual framework for knowledge management is proposed. The developed process is tested through the identification of critical elements of knowledge management in an automaker company using the Cambridge Process Approach, an action research strategy. This paper summarizes a discussion of the critical elements of knowledge management in order to propose a set of KM actions observing the close relationship necessary between manufacturing and technology strategies.

Knowledge management capabilities and organizational outcomes: contemporary literature and future directions

“…KMCs are the platform and action patterns of KM and are divided into two distinct forms, that is, KMIC and KMPC. KMIC denotes the overall knowledge infrastructure elements that facilitate the generation and application of knowledge (Borho et al, 2012;Lee et al, 2012;Zaied et al, 2012) and provides employees a platform to acquire, convert and apply knowledge to job tasks (Ng et al, 2012;Zaied, 2012) 3. In this modern-day digital era, information technology is the most important facet of KMIC and is regarded as the nexus between KMIC and KMPC (Gold et al, 2001;Lee et al, 2012;Marques and Sim on, 2006;Zaied, 2012).…”