Developing new products with knowledge management methods and process development management in a network

A dynamic knowledge management framework for the high value manufacturing industry

“…The development of the Semantic Web depends on a shared understanding with structured mark-up languages using formally defined ontology encoding (Dadzie et al, 2009, Benn et al, 2008, Chen et al, 2008. This means that for the Semantic Web to work, online content needs to be codified with meta-tags such as keywords for search-optimised discovery and presentation.…”

Supply chain knowledge management: A literature review

“…Chen, Kang, Xing, Lee, and Tong (2008) proposed a model based on analytic network process (ANP) and sensitivity analysis to cope with the problem of new product development (NPD) mix selection. In a second stage strategic NPD mix selection and KM methods were integrated.…”

Literature, Principle and the Basics of Network Value Creation in R&D: The Relationship with Economy

“…As another important aspects shedding light on the importance of networking it can be mentioned that since the maximum profit of the network can be obtained by sharing the risk and the benefit with participants, it is important for corporations to collaborate in networks in order to develop capacity, capability and competence to perform new product development and become suppliers of complete systems (Chen et al, 2008b). The main advantage of implementing a geographically dispersed R&D network structure is the ability to tap selectively into center of excellence (Criscuolo, 2005).…”

“…From a different perspective virtual teams are formed to facilitate transnational innovation processes (Gassmann, and von Zedtwitz, M., 2003) and innovation has a positive impact on corporate performance (Kafouros et al 2008) also a virtual network structure is used to improve communication and coordination, and encourage the mutual sharing of interorganizational resources and competencies (Chen et al, 2008b).To be more exact virtual teams are useful for projects that require cross-functional or cross boundary skilled inputs and the key to their value creation is to have a defined strategy in place to overcome the issues highlighted, especially the time zones and cultural issues .While communication could be seen as a traditional team issue, the problem is magnified by distance, cultural diversity and language or accent difficulties. For migration or similar large-scale projects, personal project management competency, appropriate use of technology and networking ability, willingness for selfmanagement, cultural and interpersonal awareness is fundamentals of a successful virtual team (Lee-Kelley and Sankey, 2008).…”