Organizational learning in the context of product development processing: a case study in an automotive company

Abstract

PurposeThis study identifies and analyzes practices related to declarative knowledge of organizational learning in the product development process (PDP) that uses the Stage-Gate (SG) system.Design/methodology/approachThe field research was conducted with a qualitative approach through a case study. The study object was a multinational company in the automotive sector that is highly competent in truck chassis design with a PDP based on the SG system.FindingsThe authors identified PDPs associated with the elements of declarative knowledge of organizational learning in intra- and inter-development teams. Rather than merely being a checklist, each gate in the SG system has the potential to become a more effective and robust intra-team learning practice and promote inputs for continuous improvement in the process through its use as a checkpoint of the five elements of declarative knowledge during the development activities.Research limitations/implicationsThe case study was conducted in a multinational company in the automotive sector, whose business units are divided by competencies. The unit studied is a reference in truck chassis and is located in the State of São Paulo, Brazil.Practical implicationsThe research model presented can be used to evaluate how companies exploit their activities and practices to leverage organizational learning in PDP. That is, the model can be used as a diagnostic reference for declarative knowledge in companies that apply the SG system to manage PDP.Originality/valueThe study focuses on a model of PDP analysis, aspects of organizational learning and declarative knowledge, in that the model it assists in the collection, distribution and use of information to the development team members with a view for products with greater innovation potential.

Universidade Corporativa E Aprendizagem Organizacional

“…Quanto aos resultados referentes à AO, inicia-se com a apresentação da Tabela 2, a qual elucida os dados referentes à aprendizagem no nível individual. processo dinâmico e de mudanças, que ocorre de forma contínua, gerando novos conhecimentos e adquirindo também novas habilidades e atitudes (Alliprandini et al 2022;Limongi-França, 2007;Levitt & March, 1988;Takahashi, 2015). Nessa lógica, Ivaldi et al (2022) Na Tabela 3, analisa-se a aprendizagem grupal, e verifica-se que 81,2% (MP 4,1) dos trabalhadores concordam ou concordam totalmente que os conhecimentos obtidos por meio da UC-proporcionam melhorias na equipe de trabalho e no desempenho do labor, além de conduzir de forma assertiva a atuação do profissional para o trabalho em equipe.…”

“…Na visão da autora, as UCs têm um papel relevante dentro da organização, pois desenvolvem competências e talentos humanos, causando impactos profundos em seus resultados. Uma UC tem como objetivo melhorar o gerenciamento do capital intelectual (Alliprandini et al, 2022), assumir o desenvolvimento das capacitações, fazendo o uso de diversas tecnologias, além de promover a atualização e o aperfeiçoamento constante de seus trabalhadores (Maggi-da-Silva, Bido & Reatto, 2022;Silva & Balzan, 2007;Silva et al, 2018).…”

Declarative knowledge and product development process

“…Alliprandini et al (2022) expand earlier work with exploratory qualitative research into the role of declarative knowledge in PDP. A case study of a multinational automotive sector firm was carried out In Brazil, where the company has been operational since 1956.…”

How is the textile product development process managed? Exploring multiple dimensions and best practices in different firms of the production chain

“…Meanwhile, having multifunctional teams allows for a productive exchange of ideas, encouraging creativity and collaboration (Cheng and Yang, 2019). Diverse opinions provide teams with a wide possibility of management solutions, reducing internal conflicts and promoting innovation (Alliprandini et al, 2022). They also improve horizontal communication, enabling overlapping activities and spreading tacit knowledge between areas (P erez-Luño et al, 2019).…”

“…Cooper and Sommer (2023) and Zhang et al (2024) highlighted that the success of NPD depends on its relationship with a company's strategy and the alignment between projects and business objectives. Meanwhile, Alliprandini et al (2022) argued on the benefits of crossfunctional teams. Focusing on processes, Li et al (2023) reinforced the importance of welldefined and formalized stages.…”