Knowledge transfer pattern in collaborative product development

Abstract

This paper offers theoretical elaboration on, and demonstrates some empirical support for the patterns of knowledge transfer between buyers and suppliers in collaborative product development. The findings present that some knowledge transfer methods are very important in some phases of product development but not in others, and the different transfer methods can be used for different phases of product development. We conclude that knowledge transfer through electronic channels has an obvious influence, however communication like face-to-face is also very important. Of particular interest is the finding that one effective way for an organisation manages to transfer knowledge is to select an appropriate transfer method given a type of knowledge to be transferred in the right place at the right time.

A Framework for Stakeholder Identification and Classification in Construction Projects

“…An effectively performed RE process plays a major role in the success of a project. If the requirements are not well-defined, it is almost impossible to achieve a successful project [30]. RE consists of two major phases: requirement development and requirement management.…”

“…Because the stakeholders in a project are very rarely equal, their probability to impact or contribute to the project varies. Ultimately, however, they influence the validity of requirements, which aims to ensure that requirements are consistent, complete, and correct for the project [30]. Therefore, it is essential that the project management assess the salience of stakeholders and their probability of impacting the project.…”

Classification of inter-organizational knowledge mechanisms and their effects on networking capability: a multi-layer decision making approach

“…Studies introduce various characteristics for IOKMs, including capacity, richness, territory, the extent of access to knowledge, interactivity or ability to feedback, formalization, duration, and cost (Rebentisch and Ferretti, 1995;Prevot, 2007;Dyer and Nobeoka, 2000;Distanont et al, 2012;Van Waveren et al, 2017;Almeida and Grant, 1998;Sako, 2004;Spraggon and Bodolica, 2012;Pemsel et al, 2018). The firm must trade-off between these features to set its portfolio of IOKMs.…”

A First Step in Improving the Requirements Engineering Process by Using the Knowledge Management Perspective - Case Study from French Public Institute

“…The collective knowledge is created and possessed collectively by a group composed of more than one individual. Note that group tacit knowledge is more than the aggregation of each member's individual tacit knowledge (see (Erden, et al 2008) for details). (Nonaka and Takeuchi, 1995) developed the model of knowledge creation, which consists of four phases, as illustrated by With this model, knowledge has to flow by being acquired, shared, or exchanged to generate new knowledge.…”

“…In this section, we highlight works done by others that somehow ties in with our own work. The challenges of knowledge transfer in the requirements engineering process are summarised from various previous studies (Distanont, 2012;Kotonya and Sommerville 1998;Wiegers 2003). The most important work is the doctoral dissertation of Dr. Distanont.…”