Knowledge management methods need to be selected depending on the purpose for which knowledge is ‘being managed’. In this article, purpose is considered in terms of encouraging knowledge creation in new product development (NPD) projects. Given that companies have started to deploy a number of knowledge management methods in support of NPD efforts, the central aim of this research is to investigate how ten such methods support knowledge creation during the development of new products. We provide evidence from a survey of 356 responses of members of 94 NPD projects on the utilization of (and
satisfaction with) 14 knowledge management methods. The 10 highest rated knowledge management methods (in terms of satisfaction) are discussed in more detail, explaining how they operate to support knowledge creation in NPD projects, and illustrated with examples from companies such as ABB, Siemens, BP Amoco, Volkswagen, IBM, HP, and others. Moreover, we highlight ways to evaluate the contribution of such knowledge management methods.
In this study we examine how the perception of layoff as a violation of a psychological contract can vary depending upon one's perception of employer contractual obligation. We also investigate how perceptions of layoffs vary depending on whether one is focusing on his/her own layoff or the layoff of someone else. Survey results from 81 layoff victims reveal that respondents perceive their own layoff as a breach of contract more than they do the layoff of someone else. In addition, respondents who believe strongly in employee self reliance perceive their own layoff as less of a contract breach. Ideas for future research and implications for managers are discussed in our conclusions.
This paper explores the effects of three managerial ideologies on the degree of psychological contract breach perceived in connection with a downsizing event. Results from surveys conducted in the U.S. and Singapore suggest that a strong belief in the ideologies of market competition or shareholder interest reduces the perceived contract breach associated with a downsizing, while strong belief in the third ideology, the ideology of employee worth, has the opposite effect. Theoretical implications and suggestions for future research are discussed.
Companies are increasingly discovering the potential of collaborating with others to create innovative products - often across industries - by combining their specializations in a unique way. A pre-condition for the success of these ventures is to build a common knowledge base, usually by duplicating selected parts of the partner’s knowledge. In this article, a case study and a quantitative study seek to elaborate on the unanswered question: Which building blocks constitute a common knowledge base?
