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 SE13

Page 2 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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

Page 3 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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

Page 4 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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) General Knowledge (foundation and linking) Procedural Knowledge (methodology) Procedural Knowledge (methodology) Case-Specific Knowledge (as-is) Case-Specific Knowledge (as-is) Domain-Specific Knowledge (to-be) Domain-Specific Knowledge (to-be) P f(P) P

Page 5 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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 knowledge o These units are separated by barriers o They can be organizations, departments, or people The complexity of the knowledge distribution rises significantly in collaborations between organizations Knowledge Fragmentation (2/2)

Page 6 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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 Things They Know Things I Dont Know Things They Dont Know Group Self – Disclosure Or Gives Feedback Solicits Feedback Insight

Page 7 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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 Arena Priority Implementation Arena Priority Implementation Blind Spot Priority Investigation Blind Spot Priority Investigation Façade Beneficial Implementation Façade Beneficial Implementation Unknown Beneficial Investigation Unknown Beneficial Investigation Focal Organization Knowledge not available Knowledge available Knowledge not available Other Organizations

Page 8 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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 Knowledge not available Knowledge available Knowledge not available Employees

Page 9 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke Graphical Representation of 4 Key Areas Other Organization Employees (K oe ) Other Organization Management (K om ) Other Organization Management (K om ) Focal Organization Employees (K fe ) Focal Organization Management (K fm ) Focal Organization Management (K fm ) Inter-Organizational Barriers Intra-Organizational Barriers Access Priority: A Access Priority: B Access Priority: C

Page 10 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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

Page 11 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke Characteristics of Barriers to KE

Page 12 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke Sucess Factors for Inter-Organizational KE

Page 13 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke A questionnaire to measure the maturity of an organizations 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

Page 14 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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

Page 15 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke Thank You for Your Attention BIBA - Bremer Institut für Produktion und Logistik GmbH an der Universität Bremen Postanschrift: Postfach P.O.B · D Bremen / Germany Geschäftssitz: Hochschulring 20 · D Bremen / Germany USt-ID: DE Amtsgericht Bremen HRB HB Tel: +49 (0) 421/ (0)421/ · Internet: Geschäftsführer: 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 Bremen, Germany phone: +49 (0) fax: +49 (0) mailto:

Page 16 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument 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

Page 17 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke Introduction (2/2) How do I define the quality of 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?

Page 18 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke

Page 19 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke An Analytical Perspective of the Model (1/2) Knowledge available to: K f : focal organization K o : other organization K m : management K e : employees Knowledge available to: K fm : focal organizations management K om : other organizations management K fe : focal organizations employees K oe : other organizations employees

Page 20 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke An Analytical Perspective of the Model (2/2) Knowledge available to: K fm : focal organizations management K om : other organizations management K fe : focal organizations employees K oe : other organizations employees

Page 21 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke Sucess Factors for Intra-Organizational Use

Page 22 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke Sucess Factors for Inter-Organizational Use

Page 23 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke 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

Page 24 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke Idea extraction Encouragement Idea landing Organizational Support Idea follow-up Committed Resources CultureStructure 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

Page 25 © BIBA Alle Rechte vorbehalten. Vertrauliches und geschütztes Dokument Benjamin Knoke