A knowledge sharing framework for black, grey and white box supplier configurations in new product development

Dain, Marie-Anne Le; Merminod, Valéry

doi:10.1016/j.technovation.2014.09.005

Cited by 44 publications

(62 citation statements)

References 49 publications

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“…No outro extremo está o nível black box onde o fornecedor é quem está encarregado do PDP e o cliente, por sua vez, enxerga apenas um produto pronto recebido do fornecedor de acordo com suas especificações (LE DAIN & MERMINOD, 2014). Considerando este contexto, o PDP torna cada vez mais uma questão de colaboração entre a equipe interna de desenvolvimento da empresa central composto por pessoas de diferentes áreas (como marketing, design, engenharia, manufatura, qualidade, compras, etc.)…”

Section: Compartilhamento De Conhecimento Através Da Configuração De unclassified

Análise Das Ferramentas De Tic Que Contribuem Na Integração Cliente-Fornecedor Para Desenvolvimento De Produto

Enrique

2016

P&P

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RESUMOPráticas colaborativas entre clientes e fornecedores são essenciais para o desenvolvimento de produtos de qualidade. Esta pesquisa examina o uso das ferramentas de tecnologia da informação e comunicação (TIC) no processo de desenvolvimento de produto (PDP) colaborativo, assim como o impacto que a colaboração pode trazer ao desempenho das empresas. Para tanto, foi realizado uma pesquisa survey em 240 empresas da região Sul do Brasil, seguida de análises de dados, através de regressão lineal (OLS), e que por fim, apontaram relação positiva entre o uso das tecnologias, através de práticas colaborativas, com a satisfação dos clientes e tempo de entrega dos produtos.Palavras-chave: desenvolvimento de produto, colaboração, tecnologia da informação e comunicação. ABSTRACTCollaborative practices among customers and suppliers are essential to the development of quality products. This research examines the use of information and communication technology tools (ICT) in the collaborative new product development process (NPD), as well as the impact that collaboration can bring the performance of the companies. Thus, was applied a survey research in 240 companies in

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Section: Compartilhamento De Conhecimento Através Da Configuração De unclassified

Análise Das Ferramentas De Tic Que Contribuem Na Integração Cliente-Fornecedor Para Desenvolvimento De Produto

Enrique

2016

P&P

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“…The literature has proposed different perspectives and approaches to describe the KT process [24]. In this paper, we specifically focus on Carlile´s [25] organizational learning theory, since this is the perspective used in the framework proposed by Le Dain and Merminod [26] that will be used for our case study analysis. As observed in Figure 1, Carlile [25] distinguishes three levels of knowledge transfer complexity across boundaries between actors involved in an innovation process: transfer, translation and transformation.…”

Section: Knowledge Transfer In Bmi For Servitizationmentioning

confidence: 99%

“…In this case, knowledge can be transferred mainly using information processing tools, e.g. the implementation of a product data management system that allow a common workspace where product data can be shared [25,26]. In practice, knowledge transfer can be identified when occurs an exchange of boundary objects between the actors, e.g., requirement specifications and timelines, prototypes and design drawings, etc.…”

Section: Knowledge Transfer In Bmi For Servitizationmentioning

confidence: 99%

“…In practice, knowledge transfer can be identified when occurs an exchange of boundary objects between the actors, e.g., requirement specifications and timelines, prototypes and design drawings, etc. [25,26].…”

Section: Knowledge Transfer In Bmi For Servitizationmentioning

confidence: 99%

“…In this level, the complexity of the knowledge naturally generates interpretative differences and became necessary to use mechanisms to create a shared meaning between actor to cross this new boundary. In practice, knowledge translation can be identified when occurs discussion between the actors to avoid sticky knowledge misunderstanding [25,26,27]. Finally, in a high level of innovation, there is a transition from a semantic to a pragmatic boundary, where a solution has to be found to divergent actor interests.…”

Section: Knowledge Transfer In Bmi For Servitizationmentioning

confidence: 99%

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An Analysis of Buyer-supplier Integration for Servitization Strategies

et al. 2016

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The Business Model (BM) transformation process, changing from a traditional manufacturing BM to BM focused on servitization (servitized BM), may increase the management complexity, which is also reflected in a need of superior levels of organizational knowledge. Therefore, one alternative to deal with this challenge is by acquiring knowledge from suppliers. However, there is still a lack of studies analyzing the collaboration intensity and knowledge transfer with suppliers to be successful in the BM transformation for servitization. Thus, this paper aims to understand how companies deal with suppliers' knowledge integration aiming for servitization and to understand the knowledge transfer dynamics in this integration. Aiming this, we adapted to the context of servitized solutions development, the framework proposed by Le Dain and Merminod (2014) for supplier integration in collaborative new product development (NPD), which combines three typical supplier involvement configurations (black, grey and white box integration) with the three knowledge sharing levels proposed by Carlile (2004) (transfer, translation and transformation). By means of a multiple-case study analysis of seven multinational companies, we first reinterpreted the three classical supplier integration configuration, showing how they can happen in servitization; then, we analyzed the levels of knowledge sharing that are present in each one of the three suppliers' involvement configurations. Our results show differences of the framework when compared to the original one for supplier involvement. We also discuss causes of such a difference between purely product development and servitized product development.

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Complexity and evolution of knowledge boundaries in an interdisciplinary research project

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Vasconcelos

Cox

2022

Knowl Process Manag

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This paper aims to understand how and why knowledge boundaries occur, change, and evolve throughout the life-cycle of interdisciplinary research projects, how they are experienced by different actors, and what strategies they deploy to overcome these boundaries. The study took a case study approach focusing on an interdisciplinary research project for the development of computerised tomography and digital X-ray scanners in a governmental research organisation in Thailand. A multi-method qualitative approach, involving semi-structured interviews, participative observation, and artefact and document analysis, was adopted. Data was analysed through thematic analysis. The findings suggest that knowledge management is more complex and difficult than portrayed in previous studies because of the following: (1) knowledge boundaries evolve and exhibit different emphases at distinct stages of the project; (2) boundaries do not stem only from differences in knowledge across different organisational actors, but, equally importantly, due to the lack of awareness that these differences exist; (3) different organisational actors experience diverse types of knowledge boundary types when faced within the same situation; and (4) context, in terms of external pressures driving the project and influencing its direction, plays an important role in boundary construction and boundary-spanning mechanisms. This paper presents a novel framework for conceptualising how and why knowledge boundaries evolve throughout an interdisciplinary research project, how these changes are experienced by different participating actors, and what boundaryspanning mechanisms for bridging them are developed by them. It demonstrates that these changes are often shaped by external drivers that shape the development of the project. | INTRODUCTIONMost societies are faced with complex, dynamic, and interconnected challenges which cannot be solved by a single actor, organisation, or discipline (Bronstein, 2003). The integration of perspectives from different disciplines is required to develop a fuller understanding of these challenges and to develop more comprehensive solutions to cope with them (Bronstein, 2003;Cummings & Kiesler, 2005). Consequently, research policies and funding structures have been developed to support interdisciplinary collaboration both inside and outside academia (Noorden, 2015). However, cross-community collaboration is difficult because disciplines have fundamentally different knowledge bases and perceptions, which create discontinuities and boundaries in

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A knowledge sharing framework for black, grey and white box supplier configurations in new product development

Cited by 44 publications

References 49 publications

Análise Das Ferramentas De Tic Que Contribuem Na Integração Cliente-Fornecedor Para Desenvolvimento De Produto

Análise Das Ferramentas De Tic Que Contribuem Na Integração Cliente-Fornecedor Para Desenvolvimento De Produto

An Analysis of Buyer-supplier Integration for Servitization Strategies

Complexity and evolution of knowledge boundaries in an interdisciplinary research project

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