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NGEBIS 2013

CA i SE’13. NGEBIS 2013 Characteristics of Knowledge and Barriers towards Innovation and Improvement in Collaborative Manufacturing Process Chains . Benjamin Knoke, Thorsten Wuest, Klaus-Dieter Thoben. Content. Introduction What does “knowledge fragmentation” mean?

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NGEBIS 2013

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  1. CAiSE’13 • NGEBIS 2013 • Characteristics of Knowledge and Barriers towards Innovation and Improvement in Collaborative Manufacturing Process Chains • Benjamin Knoke, Thorsten Wuest, Klaus-Dieter Thoben

  2. Content • 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

  3. Introduction • 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

  4. Knowledge Fragmentation (1/2) • 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 Case-Specific Knowledge (as-is) Domain-Specific Knowledge (to-be) Procedural Knowledge (methodology) P P‘ f(P) General Knowledge (foundation and linking)

  5. Knowledge Fragmentation (2/2) • 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 knowledge • These units are separated by barriers • They can be organizations, departments, or people • The complexity of the knowledge distribution rises significantly in collaborations between organizations

  6. The Johari Window • 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 Self Solicits Feedback Things I Know Things I Don’t Know Arena Blind Spot ThingsTheyKnow Self – Disclosure Or Gives Feedback Group Façade Unknown ThingsThey Don’tKnow Insight Sources: Luft (1970), Nair & Naik (2010)

  7. The Inter-Organizational View • 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 Focal Organization Knowledgeavailable Knowledge not available Arena Priority Implementation Blind Spot Priority Investigation Knowledge available Other Organizations Façade Beneficial Implementation Unknown BeneficialInvestigation Knowledge not available

  8. The Intra-Organizational View • 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 Management Knowledgeavailable Knowledge not available Arena Blind Spot Knowledge available Employees Façade Unknown Knowledge not available

  9. Graphical Representation of 4 Key Areas Inter-Organizational Barriers Other Organization Management (Kom) Focal Organization Management (Kfm) Access Priority: B Intra-Organizational Barriers Focal OrganizationEmployees (Kfe) Other OrganizationEmployees (Koe) Access Priority: A Access Priority: C

  10. Towards the Characterization of KE Barriers • 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)

  11. Characteristics of Barriers to KE

  12. SucessFactorsfor Inter-Organizational KE

  13. Innovation Capability Maturity in Networks • 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

  14. Conclusion and Outlook • 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

  15. Thank You for Your Attention Benjamin Knoke BIBA – Bremer InstitutfürProduktion 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 50185 fax: +49 (0)421-218 50007 mailto: kno@biba.uni-bremen.de http://www.biba.uni-bremen.de BIBA - Bremer Institut für Produktion und Logistik GmbHan der Universität Bremen Postanschrift: Postfach P.O.B. 33 05 60 · D-28335 Bremen / Germany Geschäftssitz: Hochschulring 20 · D-28359 Bremen / Germany USt-ID: DE814890109 Amtsgericht Bremen HRB 24505 HB Tel: +49 (0) 421/218-02  +49(0)421/218 - 50031 E-Mail: info@biba.uni-bremen.de · Internet: www.biba.uni-bremen.de Geschäftsführer: Prof. Dr.-Ing. K.-D. Thoben

  16. Research Questions • 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?

  17. Introduction (2/2) How do others define the quality of my products? How do I define the qualityof my products? How can I improve my products or processes? What do I know? What do others know?

  18. An Analytical Perspective of the Model (1/2) Knowledge available to: Kf : focal organization Ko: other organization Km: management Ke: employees Knowledge available to: Kfm : focal organization‘s management Kom : other organization‘s management Kfe : focal organization‘s employees Koe : other organization‘s employees

  19. An Analytical Perspective of the Model (2/2) Knowledge available to: Kfm : focal organization‘s management Kom : other organization‘s management Kfe : focal organization‘s employees Koe : other organization‘s employees

  20. SucessFactorsforIntra-OrganizationalUse

  21. SucessFactorsfor Inter-Organizational Use

  22. CharacteristicsofBarriersto KE • Personal Differences • Cultural and national differences • Overall life temperament • Personal disposition and character • Professional difference • Age difference • Experiential and knowledge difference • Language barrier • Encouragement • Possibility of rejection • Low emanation of idea-receptiveness • Missing trust • Competitive situation • Negative experiences from similarsituations • 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

  23. Culture Structure Idea extraction Encouragement Idea landing Organizational Support Idea follow-up Committed Resources • Encouragement • Alignment • Possibility of reflection • Emanation of idea-receptiveness • Trust • Competitive setting • Organizational Support • Idea responsiveness • Accessibility of thesystem • Broadness of scope • Mutuality • Committed Resources • Intensity of evaluation • Processing of ideas • Financial benefit

  24. Other Organization Management (Kom) FocalOrganization Management (Kfm) Knowledge Exchange Platform Access Priority: B FocalOrganizationEmployees (Kfe) Other OrganizationEmployees (Koe) Access Priority: A Access Priority: C

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