Describing the issues of knowledge management in R&D: towards a communication and analysis tool

Abstract

In this article, a comprehensive descriptive model of R&D knowledge management is presented and its use illustrated. Knowledge is defined as: information internalized by means of research, study or experience, that has value for the organization. First, the issue of knowledge management is placed in the context of R&D management, and set alongside what has been written in R&D management literature about topics such as information management, information technology in R&D, technology transfer, communication and organizational learning. Then, we present our descriptive model, and apply it in a case study concerning a Dutch multinational in the chemical industry. The model served as an aid to identify bottlenecks, and was a useful starting point for formulating improvement plans, some of which are presented. The paper concludes with an evaluation of the model as a communication and analysis tool, and ideas for further improvement.

Information systems in fast cycle development: identifying user needs in integrated automotive component development

“…However, in spite of the rapid evolution of information technology in terms of internet, intranet, and group-ware, 1 our experience from the auto industry indicates that these tools are being sparsely used as supporting tools in operational design activities. Our practical experience corroborates the findings of Kerssens-Van Drongelen et al (1996) who make the same observation. Moreover, in view of the complexity of the design task in automotive development, it would be very difficult to specify an adequate information system without an in-depth understanding of the context in which operational development work occurs.…”

Applying self-determination theory for improved understanding of physiotherapists’ rationale for using research in clinical practice: a qualitative study in Sweden

“…A previous study by Dannapfel, Peolsson, and Nilsen (2013) highlighted the importance of colleagues, leaders and organizational culture as well as social and professional networks to support physiotherapists' research use. Active management support and engagement is important to create legitimacy for implementation to achieve practice changes because clinicians cannot change clinical practice alone, without supportive conditions (Eldridge and Soutch, 1998;Kerssens-Van Drongelen, De Weerd-Nederhof, and Fisscher, 1996). The fact that physiotherapists had different motivations for using research and committing to EBP implies that it may be advantageous to tailor education in EBP-related issues to different types of motivation.…”

Opportunities for research about managing the knowledge‐based enterprise

“…The literature categorizes the sources for knowledge in a variety of ways. Kerssens-Van Drongelen et al (1996), for example, identify four organizational knowledge locations: brainware (knowledge 'owned' by employees), hardware (knowledge embedded in equipment, processes and prototypes), groupware (organizational rules of thumb and 'war stories') and documentware (paper and machine-based models, and databases). Walsh and Ungson (1991), as another example, located five sources of knowledge: individuals, culture, transformations (work processes), structures and the physical work environment.…”