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NGEBIS 2013
Characteristics of Knowledge and Barriers towards Innovation and Improvement in Collaborative
Manufacturing Process Chains
Benjamin Knoke, Thorsten Wuest, Klaus-Dieter Thoben
CA i SE’13
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Benjamin Knoke
Introduction
What does “knowledge fragmentation” mean?
The Johari Window to describe knowledge fragmentation in collaborative manufacturing
Barriers to knowledge exchange between organizations and within them (inter- and intra-organizational)
Success factors for Knowledge Exchange
Conclusion and Outlook
Content
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Benjamin Knoke
Whenever people collaborate to do something that is not routine, communication is mandatory for success
This especially applies to innovation management, where the exchange of knowledge becomes important
Introduction
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Benjamin Knoke
The gist of innovation is to change patterns of people or organizations
Being innovative requires knowledge about:- The descriptive knowledge about the current state (AS-IS)
of a given product/process and its ideal state (TO-BE)- The procedural knowledge about how to change
Knowledge Fragmentation (1/2)
General Knowledge(foundation and linking)
Procedural Knowledge(methodology)
Case-Specific Knowledge(as-is)
Domain-Specific Knowledge(to-be)
Pf(P)
P‘
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Benjamin Knoke
In reality, knowledge exists in fragments on certain knowledge partitions- These fragments may differ in size or relevance- Knowledge partitions can be described as
units that store knowledgeo These units are separated by barrierso They can be organizations, departments, or people
The complexity of the knowledge distribution rises significantly in collaborations between organizations
Knowledge Fragmentation (2/2)
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Benjamin Knoke
The Johari Window is a model developed by the social psychologists Joseph Luft and Harrington Ingham in 1955
It describes attributes that are known or not known among individuals in group situations
The Johari Window
Sources: Luft (1970), Nair & Naik (2010)
Arena Blind Spot
Façade Unknown
Self
Things I Know
ThingsTheyKnow
Things I Don’t Know
ThingsTheyDon’tKnow
Gro
up
Sel
f –
Dis
clos
ure
Or
Giv
es F
eedb
ack
Solicits Feedback
Insight
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Benjamin Knoke
The Johari Window can be easily adopted to structure the knowledge distribution between to entities
E.g., the inter-organizational knowledge distribution between one organization and its partners
The Inter-Organizational View
ArenaPriority
Implementation
Blind SpotPriority
Investigation
FaçadeBeneficial
Implementation
UnknownBeneficial
Investigation
Focal Organization
Kno
wle
dge
no
t av
aila
ble
Knowledgeavailable
Kno
wle
dge
avai
labl
e
Knowledge not available
Oth
er O
rgan
izat
ions
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Benjamin Knoke
It can also be applied to structure the distribution of knowledge within two parties within an organization
E.g., the intra-organizational knowledge distribution between the management and employees
The Intra-Organizational View
Arena Blind Spot
Façade Unknown
Management
Kno
wle
dge
no
t av
aila
ble
Knowledgeavailable
Kno
wle
dge
avai
labl
e
Knowledge not available
Em
plo
yees
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Benjamin Knoke
Graphical Representation of 4 Key Areas
Other OrganizationEmployees (Koe)
Other Organization Management (Kom)
Focal OrganizationEmployees (Kfe)
Focal Organization Management (Kfm)
Inter-Organizational Barriers
Intra-Organizational Barriers
Access Priority: A
Access Priority: B
Access Priority: C
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Benjamin Knoke
Among others, the key characteristics for inter- and intra-organizational knowledge are: - Formal or informal (anticipated or spontaneous) - Documented or undocumented - Implicit or explicit - Reactive or proactive
The barriers represent the hindering factors for knowledge exchange
Their characteristics have been derived from:- Barriers to enterprise suggestion systems (Dijk & Endeent,
2002)- General barriers to communication (Nijkamp, Rietveld &
Salomon, 1990; Klimova & Semradova, 2012)
Towards the Characterization of KE Barriers
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Characteristics of Barriers to KE
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Sucess Factors for Inter-Organizational KE
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Benjamin Knoke
A questionnaire to measure the maturity of an organization‘s Innovation Management in the dimensions of:- Change Management - Communication- Human Resources - Technology Use- Cooperation
Suggestions to improve the Innovation Management will be generated according to the results of a questionnaire
Innovation Capability Maturity in Networks
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Benjamin Knoke
Knowledge exchange is key for collaborators aiming to improve their operations or to be innovative
To become accessible some of this knowledge has to cross intra- and inter-organizational barriers
The characteristics of these barriers vary according to the chosen communication channel (e.g., human/artificial, formal/informal)
The identification of success factors combined with self-assessment techniques enables structured improvement of an innovation management
Conclusion and Outlook
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Benjamin Knoke
Thank You for Your Attention
BIBA - Bremer Institut für Produktion und Logistik GmbHan der Universität Bremen
Postanschrift: Postfach P.O.B. 33 05 60 · D-28335 Bremen / GermanyGeschäftssitz: Hochschulring 20 · D-28359 Bremen / GermanyUSt-ID: DE814890109 Amtsgericht Bremen HRB 24505 HBTel: +49 (0) 421/218-02 +49(0)421/218 - 50031E-Mail: [email protected] · Internet: www.biba.uni-bremen.deGeschäftsführer: Prof. Dr.-Ing. K.-D. Thoben
Benjamin Knoke
BIBA – Bremer Institut für Produktion und Logistik GmbH at the University of Bremen
IKAP - Collaborative Business in Enterprise networks Hochschulring 20, D-28359 Bremen, Germany
phone: +49 (0)421-218 50185fax: +49 (0)421-218 50007
mailto: [email protected] http://www.biba.uni-bremen.de
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Benjamin Knoke
How can the knowledge distribution be structured?
What types of knowledge exchange exist?
What kinds of barriers hinder knowledge exchange for collaborative manufacturing process chains?
What is the best approach to overcome them?
Research Questions
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Introduction (2/2)
How do I define the qualityof my products?
How do others define the quality of my products?
How can I improve my products or processes?
What do I know? What do others know?
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An Analytical Perspective of the Model (1/2)
1))&K_f@K_o&K_o (?(K_f=A_Inter
1o
fofInter K
KKKA
1m
eemIntra K
KKKA
1fe
fmfefmf K
KKKA
1oe
omoeomo K
KKKA
Knowledge available to:Kf : focal organizationKo: other organizationKm: managementKe: employees
Knowledge available to:Kfm : focal organization‘s managementKom : other organization‘s managementKfe : focal organization‘s employeesKoe : other organization‘s employees
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1fe
fmfefmf K
KKKA
1oe
omoeomo K
KKKA
An Analytical Perspective of the Model (2/2)
1oefeoefe
omoeomomfeoeomfe
fmoefmfefmoefefm
omfmoeomfmomfefmoeomfefm
of
KKKK
KKKKKKKK
KKKKKKKK
KKKKKKKKKKKK
AA
Knowledge available to:Kfm : focal organization‘s managementKom : other organization‘s managementKfe : focal organization‘s employeesKoe : other organization‘s employees
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Sucess Factors for Intra-Organizational Use
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Sucess Factors for Inter-Organizational Use
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Characteristics of Barriers to KE
Encouragement Possibility of rejection Low emanation of
idea-receptiveness Missing trust Competitive situation Negative experiences from similar
situations
Organizational Support Low idea responsiveness Effort necessary to communicate
(system accessibility) Broadness of scope Missing mutuality
Committed Resources Low evaluation intensity Weak idea processing No estimated financial benefit
Personal Differences Cultural and national differences Overall life temperament Personal disposition and character Professional difference Age difference Experiential and knowledge
difference Language barrier
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Idea extraction
Encouragement
Idea landing
Organizational Support
Idea follow-up
Committed Resources
Culture Structure
Encouragement Alignment Possibility of
reflection Emanation of
idea-receptiveness Trust Competitive setting
Organizational Support Idea responsiveness Accessibility of the
system Broadness of scope Mutuality
Committed Resources Intensity of
evaluation Processing of ideas Financial benefit
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Other OrganizationEmployees (Koe)
Other Organization Management (Kom)
Focal OrganizationEmployees (Kfe)
Focal Organization Management (Kfm)
Access Priority: A
Access Priority: B
Access Priority: C
Knowledge Exchange Platform
