An integrated platform of collaborative project management and silicon intellectual property management for IC design industry

Hsiao, David W.; Trappey, Amy J.C.; Ma, Lin; Ho, Po-Hsun

doi:10.1016/j.ins.2009.01.036

Cited by 15 publications

(8 citation statements)

References 27 publications

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“…Collaboration has been widely addressed in the domain of information science [11,17,29,40]. Collaborative virtual geographic environments (CVGE) are little tackled, even though they belong to information science to some extent.…”

Section: Cvge Evolvementmentioning

confidence: 99%

Collaborative virtual geographic environments: A case study of air pollution simulation

Lin

Chiu

et al. 2011

Information Sciences

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Section: Cvge Evolvementmentioning

confidence: 99%

Collaborative virtual geographic environments: A case study of air pollution simulation

Lin

Chiu

et al. 2011

Information Sciences

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“…Therefore, the tool should be ubiquitous to be available when its users are ready to interact. Hsiao et al (2009) corroborate that effective communication between employees is essential for developing and aligning with the details of the collaborative project. As a result, some resources are used to carry out activities, such as incorporating documents, their respective editions and ontology, which both people and machines can interpret.…”

Section: Collaborative Networkmentioning

confidence: 52%

Theoretical B2B knowledge management framework focused on value co-creation

Ferenhof

Bonamigo

Rosa

et al. 2022

VJIKMS

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Purpose Knowledge is companies’ crucial asset, especially when they are inserted in continuous collaboration and value co-creation. However, problems related to knowledge may occur without proper management, which can compromise the strategic objectives associated with a business collaboration network. Given the presented gap, this study aims to propose and test a business-to-business (B2B) knowledge management (KM) framework focused on value co-creation. Therefore, this study seeks to answer the following guiding questions: what are the main elements that a KM model should present in a context of value co-creation between companies? What are the limitations? What are the advantages and disadvantages? Is there any group that would benefit most from it? Design/methodology/approach This is an exploratory study grounded on mixed methods, having a qualitative approach (systematic literature review and content analysis) followed by a quantitative approach (exploratory and confirmatory factor analysis), which grounded the proposed framework. Findings The qualitative approach grounded on the systematic literature review resulting in 38 articles that were submitted to content analysis, which resulted in six record units: active communication between the organization, employees and other stakeholders; documents and organizational knowledge stored; knowledge map; collaborative network; searching tools and database, which provided the KM elements to develop and test the proposed framework by the quantitative approach. The results have shown that the framework may assist in managing knowledge in B2B value co-creation relationships. Research limitations/implications As an exploratory study, the chosen research approach used nonprobabilistic for convenience sampling. Therefore, the results may lack generalizability. Thus, researchers are encouraged to use probabilistic sampling techniques to ensure generability. Also, more and better items should be used to upgrade the initial questionnaire, improving it and, by doing so, have a better scale. Practical implications Assuming the proposed framework’s effectiveness, company managers can use it to drive knowledge within the network of interested parties to promote cooperative products and services. In addition, due to the theoretical framework’s broad vision, it can serve as a strategic aid to leverage innovation, productivity and competitive advantage. This study also provides an initial instrument that assists in understanding KM elements, which may assist in value co-creation. Originality/value It was learned that the elements, tools, concepts and KM preconized solutions can assist in value co-creation. Considering that value assists business performance, and value co-creation is one way to enhance it, furthermore, by knowledge sharing, the value co-creation may occur in the B2B ecosystem. Also, it is the first theoretical KM framework proposed to assist companies to understand better ways that could get advantages on structuring knowledge, meaning mapping it, sharing it through a system that can retain what is needed and release it to the ones that need and have the defined access to receive it.

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“…Technology platform can be defined as the bundles of technologies that increase the likelihood of penetrating new markets. The use of memory circuits in the integrated circuit industry such as smartphones, media players, USB drives provides empirical evidence on the wide adoption of a memory-based technology platform (Kim and Kogut, 1996; Hsiao et al , 2009). A platform can also be defined as a set of subsystems functioning as a structure to produce a stream of derivative products based on information and communication technology (ICT) and internet of things (IoT) (Meyer and Selinger, 1998; Falco and Kleinhans, 2018; Choi et al , 2019).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Strategic foresight of xerox servitization: look back and look forward

Harris

Wonglimpiyarat

2020

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Purpose This study aims to explore the strategies of Xerox Corporation (Xerox) in the copier industry, as its inception to date. In particular, it examines the process of Xerox’s creating platform advantage (the capability to engender an increasing future and continuing success of new innovations or businesses). The study provides insights on Xerox’s pursuit of specific strategies in managing technological innovations in the midst of fierce market competition. Design/methodology/approach The research study uses a case study methodology to explore the strategic foresight of Xerox servitization. The study develops the new methodological tool to analyse the process of technology platform and business platform creation. The model can be applied to any industry to understand the pursuit of strategies in high-tech based market competition. Findings The analyses of Xerox’s strategies, as its inception to date, have revealed the process of platform creation (technology platform and business platform), which enabled Xerox to enjoy a continuing advantage. The results have shown that the pursuit of specific strategy is motivated by risk considerations as much as by a search for profit. Xerox has continually upgraded its platforms to get ready for the competition under the digital transformation of servitization. Originality/value The main contribution of this research study is the development of a new methodological framework, which can be used to analyse the process of platform creation in any industry. The new framework introduces a dynamic concept (rather than a static concept generally found in the previous literature) of technology and business platforms. This research study contributes to the body of knowledge in the areas of strategic management of innovation.

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An integrated platform of collaborative project management and silicon intellectual property management for IC design industry

Cited by 15 publications

References 27 publications

Collaborative virtual geographic environments: A case study of air pollution simulation

Collaborative virtual geographic environments: A case study of air pollution simulation

Theoretical B2B knowledge management framework focused on value co-creation

Strategic foresight of xerox servitization: look back and look forward

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