Task 1 Typical warehouse environment in a local company, need to apply the same company in task 2 Table of content 1. Abstract (100 words) 2. Introduction (100 words) 3. Main (1200 words) • Compare and contrast (must link to the framework)  Epistemologies of possession  Epistemologies of practice  Epistemologies of possession vs Epistemologies of practice • Managing innovation  Rothwell framework or Nonaka framework 4. Relationship management (must link to the framework in point 2) (100 words) 5. Conclusion (100 words) Lecturer Notes How do we manage innovation & team in supply chain! What is innovation? How do we manage knowledge? What strategy can we use to implement innovation & knowledge? Why is innovation important? - Blurring of product & services - material products are embodiment of service they offer - pressure to develop new products, to meet changing user needs. How do we manage knowledge? - Relevant knowledge is distributed. - Across range of stakeholders, includes the customers. Critical features of innovation:- - Dynamic - process based - practice based - implication for managing knowledge & it's practice Relationship to context - social - organizational - national/institutional Core activities of innovation - invention : generation of new ideas - diffusion : spread of ideas Process of innovation:- - The development & implementation of new ideas. - By people who overtime, engage in transportation with others. - need to consider social organizational, institutional & National context. Challenges:- Intangible:- - value of knowledge cannot be easily demonstrated in advance. Interactive:- - getting relevant knowledge can be difficult. Information Intensive:- - variety of information & modes of delivery. Heterogeneous:- - different opinions on knowledge Interdependent:- - develop standard & networks to legitimize new knowledge. Human mind can be categorize:- 1. Data - symbol, raw. - no significance beyond its existence. 2. Information - Data that is processed. - provide answers to 'who', 'what', 'where' & 'when' - relational connection 3. knowledge - application of data & information - answers 'how' 4. Understanding - cognitive, analytical, synthesize, new knowledge. - 'why' 5. Wisdom - evaluate understanding:- > Probing > also questions to which there are no easily available answers. # Pic 1 A Traditional model. - Development > turning ideas & technologies into products. > testing modifies & improves the product. - Design > product (materials, shape, etc. ) > processes (manufactures?) - Production engineering > keep costs down. - reduce number of parts counts. - use standard components. - use self-aligning parts. - Use assembly operations that require linear motion - Pilot Testing. - Market launch. Roth well’s 5 model of the innovation process Technology Push (traditional model?) • Technology is the ‘driven’ • Innovation linear & sequential  Ignores the market place  Brought about my expenditure in R&D Demand Pull • Market forms the source of ideas  Knowledge of consumer requirements drives R&D. Coupling Model • Both technology & market are influential.  Technology enhances state of knowledge.  Market works to express wider consumer needs and expectations. • ‘Feedback loops’  Various functions carry 2 way traffic.  Interacting & interdependent. Integrated Model • Development and technology.  Shortened product life cycle.  Changes in manufacturing technology. • Implies an end to ‘problem solving’ Network Model • Enabled through ‘ new institutions’  Strategic alliances, joint ventures, partnerships, etc.  Allows ‘externalization’ of activities. o External pools of knowledge can be tapped. o Spread risks & cost. Management Knowledge Work (knowledge workers) • Essential to efforts to improve competitiveness & innovation.  Improve efficiency of current activities.( Incremental innovation)  Do things differently (transformational innovation). • Tools & methods that helps to transfer information.  Share knowledge between groups.  Apply knowledge to new tasks. • Understand Social, organizational, and cultural context.  To enable or support knowledge work. Knowledge management • Innovation is central to knowledge work.  Skills and experiences of knowledge workers must be provided with opportunities to put their skills to work.  Must provide the environment to do things differently.  Or do things better. • Innovation entails the application of knowledge.  Develop new product and services. • Enabling contexts, purposes and purposes. What is knowledge? • The ability to discriminate within and cross contexts.  Varied ways in which in particular social situations understand and make sense of where they are and what they are doing.  Role of material artifacts: o Tools, technologies, physical space, etc. Organizational Knowledge • Groups of actors develop:  Shared beliefs, behaviors, routines  Shape organizations capabilities. • Reflected in what people say:  In what they do or how they use technologies, routines, system etc. Assumptions about what organizational knowledge is: • Something people have (possession) • Something people do (Practice)  Influence tactics, strategies tools use more effective manage knowledge work. Epistemology of possession • Treats knowledge as something people have.  Possession of the human mind; Treated as mental / cognitive capacity  Knowledge is hieratical. Comprising of date, information, understanding, knowledge wisdom, etc.  Personal property; Confers meaning from subjective experience, perception and previous understanding.  Frames of references; Different people may infer difference things from the same information. • Free knowledge from the individual and make it available as a organizational resource.  Capture it in a system (eg. In IT); Write down guidelines Epistemology of Practice • Knowledge is constructed through social interaction  Intrinsic to localized situations and practices  Sharing and creating norms, stories, tools and symbols will enable the experience of individuals to be related to knowledge of a wider community • However, what is accepted to be “true” is driven by those who hold positions of power or authority  Claims to knowledge are social as well as individual  Depends on organizational and culture context Knowledge takes 2 forms • Tacit knowledge  Associated with skills or know how  People develop through their own experience in specific context • Explicit knowledge  Which has been “spell out” or codified communication across context Nonaka’s Framework • Knowledge creation is a spiraling process of interaction • Between explicit and tacit knowledge types • 4 distinct knowledge conversion process  Socialization (tacit / tacit)  Externalization (tacit / explicit)  Combination (explicit / explicit)  Internalization (explicit / tacit) • Knowledge creation rests on the individual and the socialization process  Provide enabling context for individual to share and create knowledge  There must be a share space (ba) for emerging relationships  It can be physical, mental, virtual (chat groups) or any combination • Originating “ba” (socialization)  Place – where individuals develop empathy (put into other’s shoe), share feelings, emotion, experiences and mental model (how you see the world) o It relies on face to face contact (face expression) therefore knowledge creation starts o informal exchange around the shared problem of issues • Interacting “ba” (externalization)  Is a consciously constructed place when people / peers get together to engage in a dialogue  Discuss, dialogue, challenge ideas and reflects  Plan to resolve issues • Cyber “ba” (combination)  Virtual place with new knowledge can be combined with existing information  Enable by I.T. • Exercising “ba” (Internalization)  The place where knowledge can be applied o Applied through on the job training and participation Critique of Nonaka • It presents an individualized view of knowledge • Also downplays differences of power, interests and political dynamics • Assume possession of knowledge in an individual to becoming an organization resource is depicted as smooth, linear, uncontested and without problems Relationships All companies have relationships: • Customer, suppliers, etc. • Defines the company’s business  These relationships can be an asset or a burden  How the company’s managers manage these relationships determine its success or failure In relationships, companies: • Have access resources • By providing these resources to others • Exchange resources Essence of relationship interaction: • There is 2 ways of communication • Learn:  It’s a process by which companies reduce their uncertainties  Live with other’s uncertainties that cannot be reduced • It very much depends on the company’s actors:  You have the need to learn  There must be a willingness to learn  And ability to learn