Knowledge‐based integrated production management model

Muniz, Jorge; Batista, Edgard Dias; Loureiro, Geilson

doi:10.1108/13673271011084907

Cited by 24 publications

(16 citation statements)

References 31 publications

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“…better knowledge sharing on the shop floor) and its evaluation criteria (socialisation, externalisation, internalisation) as well as factors relevant to the organisation of work and production). The factors applied were selected based on their relevance to promote the use of worker knowledge and engagement (Muniz Junior et al, 2010b). It then uses pairwise comparisons to model mutual interaction between the different elements and then measures and ranks their impact on the entire system.…”

Section: Survey Development and Analysis Of Data Through Ahpmentioning

confidence: 99%

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

Muniz

Hong

Oliveira

et al. 2019

Prod.

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Paper aims:This research aims to evaluate factors that influence knowledge sharing in automotive production context in Brazil and China.Originality: Despite the growing recognition of the factors that enable knowledge sharing in organizations, our understanding about the unique challenges encountered by the blue-collar workers in a production context is rather limited. Also, the paper raises issues and challenges involved for production organizations to engage in cross-national knowledge sharing, which remain relatively under-explored.Research method: Drawing on the Analytic Hierarchy Process (AHP) approach, we conduct a comparative survey among the production managers in five automotive plants in China and Brazil. The AHP approach is based on Objective: Promote knowledge sharing among production workers; Criteria of knowledge conversion as Socialization, Externalization, Internalization; and Alternatives as Structure, Communication, Training, Incentive, Standard Operating Procedure, Problem Solving Methodology. The methodology focused on the 3 Brazilian and 2 Chinese automotive plants in our fieldwork.Main findings: While many authors argue that socialization (dialogue) is the key form of worker knowledge sharing, our findings indicate that workers and managers perceive internalisation as more important in the automotive context. The significant differences between Chinese and Brazilian workers on the relative importance they attributed to knowledge sharing processes and corresponding enabling factors reinforce our understanding about the challenges of knowledge sharing across cultures and lends support to a more particularistic debate of knowledge management. While automotive workers in Brazil preferred to receive more training and better incentive schemes as essential knowledge sharing support mechanisms, Chinese workers valued more standardization through structure and standard operation procedures. The study reaffirms the role of knowledge sharing in continuous improvement and incremental innovation in shop floor operations. Implications for theory and practice:In lieu of the gaps in the extant literature, this research aims to further identify and evaluate factors that influence cross-national knowledge sharing in automotive production contexts. The research addressed the gaps to promote supportive ways to provide employees interaction, best practices and lessons learning sharing.

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Section: Survey Development and Analysis Of Data Through Ahpmentioning

confidence: 99%

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

Muniz

Hong

Oliveira

et al. 2019

Prod.

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“…This planned system of knowledge sharing among employees usually enhances organizational productivity and efficiency. The key players in any organized KM system are employees and technology (Muniz et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

A comparative perspective of knowledge management via social media: India and China

Liu

Rao

2015

The Learning Organization

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This research paper aims to showcase current knowledge management (KM) practices via social media that is being adopted by organizations in India and China. India and China are considered leading economies in today's global market. Any understanding of management practices in these countries will help practitioners in doing businesses in these nations. Design/methodology/approach -This conceptual paper analyzes KM practices in India and China using an in-depth analysis of the extant literature to provide a comparative perspective of KM policies in these two economies. This paper has used a wide range of scholarly and non-scholarly databases from ABI Global Inform to Business Source Complete to Google Scholar among others. Findings -This research offers valuable insights into characteristic KM trends followed by Indian and Chinese firms. This paper also highlights different approaches adopted by these two cultures in managing their KM practices. The study also provides hypotheses that can be tested by potential scholars. This paper also offers theoretical models to understand this concept better. Practical implications -This paper also provides implications for practice by identifying guidelines for global managers. These frameworks might serve as preliminary parameters for practitioners planning to establish KM practices in India and China. Originality/value -This paper compares and contrasts KM practices in one of the two largest BRIC (Brazil, Russia, India and China) economies which have not been addressed in the literature before. It also combines two theoretical frameworks from different fields (information technology and human resource management) providing a richer viewpoint on the subject.

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“…The research applied the construct Knowledge-Based Integrated Production Management Model (see Loureiro, 2010;Muniz Jr., 2007 for model description and detailing) that integrates:…”

Section: Introductionmentioning

confidence: 99%

“…In order to meet the specific research objective, this paper is structured as following: section 2 presents the Knowledge-Based Integrated Production Management Model (K-PMM) and its K, P and W factors, section 3 presents the Research Method, section 4 presents the results and analysis of the exploratory case study, and section 6 draws the Conclusion. Muniz Jr., Batista Jr. and Loureiro (2010) indicate that traditional production management models have two dimensions, a human or social dimension represented by the work organization called as the W-dimension and, a technical dimension represented by the production organization which is the Pdimension.…”

Section: Introductionmentioning

confidence: 99%

“…Dimensions for promoting the BaLoureiro, 2010) The Knowledge-Based Integrated Production Management Model(Muniz Jr.;Loureiro, 2010) is a theoretical model, which is depicted inFigure 2. The K-PMM promotes the integration of P, K and W dimensions because it is formally concerned with the tacit and explicit knowledge conversion modes, incorporating them to the procedures and assessing, by measures, their use in the shop floor knowledge identification and sharing activities.…”

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confidence: 99%

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Production Organization, Work Organization and Knowledge Management: A Blue Collar Perspective in an Automaker Assembly Line

Muniz

Neto

Sá

2011

JOSCM

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This paper aims to assess the organizational triad which is Production, Work and Knowledge. The importance of these organizational triad factors were assessed from the blue collar workers perspective. The research was conducted in an assembly line of an important Automaker installed in Brazil since the 90's. It was consistently concluded that the main factors for creating knowledge sharing context are: well understanding the objectives of management and workers, a clear definition of roles and responsibilities of the personnel involved in productive activities, good communication among those involved in the production, opportunities for their professional training and improvement, and financial incentives. These factors allow managers to promote a favourable context for knowledge sharing.

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Knowledge‐based integrated production management model

Cited by 24 publications

References 31 publications

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

Knowledge sharing in the automotive sector: a comparative study of chinese and brazilian firms

A comparative perspective of knowledge management via social media: India and China

Production Organization, Work Organization and Knowledge Management: A Blue Collar Perspective in an Automaker Assembly Line

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