A holistic model for inter-plant knowledge transfer within an international manufacturing network

Noruzi, Farhad; Stenholm, Daniel; Sjögren, Peter; Bergsjö, Dag Henrik

doi:10.1108/jkm-10-2017-0473

Cited by 5 publications

(3 citation statements)

References 61 publications

(81 reference statements)

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“…In addition, RKT effects are greater in high-tech and knowledge-intensive industries and in countries with a higher competitiveness index (Nair et al , 2015). When knowledge flows horizontally (Boussebaa et al , 2014; Noruzi et al , 2018), either between local headquarters or between lower-level subsidiaries, informal interaction (Dellestrand, 2011; Harzing and Noorderhaven, 2006) is vital. Direct involvement from headquarters helps lateral KT, but it is necessary to align subsidiaries’ interests with firm corporate strategy (Yamin and Holm, 2011).…”

Section: Resultsmentioning

confidence: 99%

Examining knowledge transfer and networks: an overview of the last twenty years

Ferrer-Serrano¹,

Fuentelsaz²,

Latorre-Martínez³

2021

JKM

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Purpose Knowledge transfer (KT) has been attracting significant attention from the scientific community. The need to establish collaborative network relationships to achieve effective KT has led to a large volume of studies that attempt to identify how collaborative networks influence KT processes. However, papers, which link KT and networks have not been systematised. This study aims to provide an overview of this academic field and sets an agenda for future research. Design/methodology/approach The authors followed the preferred reporting items for systematic reviews and meta-analyses method to conduct a systematic review of the literature published in 2000–2020. The authors sourced the sample from the Web of Science and Scopus databases. The authors screened the references under the management and business categories that were published in the first two quartiles of the Journal Citation Report. This search returned 190 impactful papers across the 53 journals that were analysed. Findings The authors present the main results in two sections. First, this paper elaborates a conceptual model of the field; second, the authors review KT between firms and other agents, which allows us to identify KT flows within and between companies, universities and public institutions. Originality/value This paper provides the first systematic review of collaborative networks and KT. Five areas of action are identified for future research and are specified in several research questions. The authors also provide several practical implications. In a world in which more and more dynamic agents coexist, it is important to be aware of the needs of organisations that create and disseminate specific knowledge.

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Section: Resultsmentioning

confidence: 99%

Examining knowledge transfer and networks: an overview of the last twenty years

Ferrer-Serrano¹,

Fuentelsaz²,

Latorre-Martínez³

2021

JKM

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“…The view of the value people's knowledge is worth in a company is shared with Noruzi et al, where the knowledge is defined as the most valuable and strategic resource of a company and is the main contributors to company growth (Noruzi, Stenholm, Sjögren, & Bergsjö, 2018).…”

Section: Discussionmentioning

confidence: 99%

“…According to Noruzi et al the knowledge is considered to be the most valuable and strategic resource of a company. Efficient knowledge flow in a company, increase the learning capability and enables business growth (Noruzi, Stenholm, Sjögren, & Bergsjö, 2018). The knowledge hierarchy is a way of explaining the relationship between data, information, knowledge, and wisdom.…”

Section: Knowledge Management (Km)mentioning

confidence: 99%

An Interactive Tool for Collaboration and Knowledge Sharing of Customer Needs in the Conceptual Phase

Vanebo

Kj⊘rstad

2020

INCOSE International Symp

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This paper aims to research how the use of an interactive tool can facilitate collaboration, knowledge sharing and enhance the understanding of customer needs in conceptual phase at a global shipbuilding company. An effective conceptual phase depends on collaboration and mutual understanding of customer needs to capture customer requirements and transform them into a base of design‐document. Lack of early common understanding can result in increased project cost or in worst‐case loss of contract. We used action research as an approach for our study and developed and implemented an interactive tool in a case at the company. In‐depth interviews and root‐cause analysis were used to determine the pain‐points of the as‐is situation. A feedback survey was used to evaluate the performance and result of the interactive tool. The results indicate that the interactive tool contributes to a better overview of ongoing projects, increased knowledge sharing, and enhanced common understanding.

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The Role of the Plant Leaders

Wiech

2021

Management for Professionals

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A holistic model for inter-plant knowledge transfer within an international manufacturing network

Cited by 5 publications

References 61 publications

Examining knowledge transfer and networks: an overview of the last twenty years

Examining knowledge transfer and networks: an overview of the last twenty years

An Interactive Tool for Collaboration and Knowledge Sharing of Customer Needs in the Conceptual Phase

The Role of the Plant Leaders

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