Manufacturing knowledge management strategy

Abstract

Manufacturing knowledge management strategy  Purpose: To understand the components of knowledge management strategy from the perspective of staff in UK manufacturing organisations.  Methodology/Approach: Empirical approach-data collected during workshops conducted in two manufacturing organisations.  Findings: The key components of a knowledge management strategy, and the relationships between it and manufacturing strategy and corporate strategy. Other findings include: the nature of knowledge in manufacturing organisations; the relevance of (in)formal processes; top-down and bottom-up communication; taking ownership for information processes.  Research limitations/implications: Implications for theory development in manufacturing strategy and its alignment with corporate strategy.  Practical implications: Implications for doing knowledge management, and developing strategy, in manufacturing organisations.

Quid pro quo: Reflections on the value of problem structuring group workshops

“…We know that some organisations have made good progress on implementing their action plans. One organisation we have continued to work with, using PSM workshops, rapidly implemented nearly all their actions -their progress is reported in Shaw et al (2003b) and Shaw et al (2005). A second organisation wrote a major strategy document based on the workshop outcome, and also sponsored additional PSM workshops.…”

Visualisation of Knowledge Mapping for Information Systems Evaluation: A Manufacturing Context

“…This has also been with a view to researching into how strategic IS is used in manufacturing where a paucity of research into the breadth and impact of how knowledge is used in such a context has previously been identified [7]; and, how knowledge may be represented in knowledge-intensive environments [41]. In light of the examination of the literature, this paper presented a MOOTS classification of factors defining ISIE in the manufacturing organisations.…”

“…One of the apparent reasons for this discontentment is reported by Small [41] who states that inapt IS investment justification practices can result in organisations not able to differentiate the benefits that manufacturing IS may be capable of conferring, whilst, there is a lack of evidence on returns on IS investment as managements have failed to prove the tangible returns on the resources deployed to plan, develop, implement and operate IS. Advocates claim that ISIE when managed and pursued effectively can have a positive impact on organisational performance and productivity [9].…”

Managing knowledge within the manufacturing enterprise: an overview

“…They apply a workshop method, with a computer based decision support system and a brainstorming software package (Shaw & Edwards 2006). Wanga studies the implementation of KM in a UK SME.…”