Top PDF The application of product innovation design based on Tacit Knowledge

The application of product innovation design based on Tacit Knowledge

The application of product innovation design based on Tacit Knowledge

Product design services for users, the user’s demand, awareness and evaluation for the product is very important, and these are the tacit knowledge which, at the beginning, must be understood by every designer to design products, which we called users’ tacit knowledge. Before the users know the product, "impression" will appear in the brain based on past experience and knowledge such as "what functions it should have,""what does it looks like " and other such the problem of 4W1H (what, when, who, where, how); when receiving product information, users typically make use of a certain adjectives, such as "normal", "delicate", "lightweight", "simple" to describe it [7] . Perceptual evaluation of these adjectives is composed to user tacit knowledge. At the same time, users have expressed tacit knowledge for product which is often the experience or ability of using product, it is particularly important for product innovation design.
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Theory and Application of Tacit Knowledge Transfer

Theory and Application of Tacit Knowledge Transfer

Stewart (2003) explains that the term tacit, which was originated in Latin, means “to be silent or secret”. Complimentary to explicit knowledge, tacit knowledge is the knowledge possessed by an individual that is not expressed and displayed. The word explicit also comes from Latin, meaning “to unfold”, which includes ma- nifestation, summarization, and explication. It almost implies “informatization”. In Latin literature, medieval scholars tend to write the word “explicit” at the end, expressing that this paper is intended to be shared by the public. There is a wonderful German word “fingerspitzengefuhl” that means “a feeling in the fingertips,” which works almost like the synonym of tacit knowledge”. Most high-valued knowledge workers have sound tacit knowledge partly because much tacit knowledge is replaced by automation.
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The Social Role of Design on Collaborative Destination Branding:  Creating a new journey, a new story for the Waterfall Way, New South Wales, Australia

The Social Role of Design on Collaborative Destination Branding: Creating a new journey, a new story for the Waterfall Way, New South Wales, Australia

This paper suggests that collaborative design can be an effective tool to promote social change. A co-design methodology and the results of its application in branding the Waterfall Way (New South Wales, Australia) as an eco- and nature-based tourism destination are presented as an example. The co-design exercise actively involved stakeholders in all stages of the design process, harnessing local tacit knowledge in relation to communication design, stimulating reflection upon what is special about the places, and consequently reinforcing a sense of belonging and the environmental and cultural conservation of place. The achieved results reflect the involvement and ownership of the community towards the design process. However, the application of a collaborative brand design methodology produced more than just a destination brand that is attractive to visitors, in line with local values, ways of living and the environment. It helped to catalyse a social network around tourism, triggering self-organising activity amongst stakeholders, who started to liaise with each other around the emergent regional identity - represented by the new brand they created together. The Waterfall Way branding process is a good example of social construction of shared understanding in and through design, showing that design exercises can have a significant social impact not only on the final product, but also on the realities of people involved in the process.
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A Critical Review Of Knowledge Sharing In Various Industries And Organizations

A Critical Review Of Knowledge Sharing In Various Industries And Organizations

companies to have the correct strategy and method in knowing the current need of customers. Companies within this industry need to explore and find new knowledge that caters for the need of the customers. In most cases, explicit knowledge is readily available from the feedback of customers that can be attained from social networking sites and platforms. Tourists would be the best promoting tools as they would recommend the best experience when they go on holiday. As for tacit knowledge, organization would have to invest on what the tourists’ future needs are when they are on holiday. Hence, the knowledge based on the tourism industry requires tourists’ own creativity and innovation capability in providing the best services. One of the challenge of KM in the industry is corresponding not to the organization, but to the micro level of KM where the destinations are the main focus of any tourism aspects (Zehrer, 2011). As pointed out by Gretzel and Fesenmaier (2004), knowledge based information system at micro destination level integrates different levels of knowledge. They also pointed out the adopting of the technology usually takes place in three stages and is interrelated with experience that the organizations have in KM. There are basically three categories of tourist experiences: planning process, the actual trip and memories of the particular trip (Larsen, 2007). Tourism is one of the major industries that contributes to a country’s gross domestic products (GDP). Many companies and organization are involved in getting the chunk of the pie from the industry profitable opportunities. There are many opportunities that can be acquired by having the correct platform that an organization can benefit from. The result in KS in tourism enables operators to update and adapt the best practice to serve the tourists and having direct links to online resources to keep them in line with the current trends and development in the industry (Braun & Hollick, 2006). With the contest of securing customer for choosing a destination with an agency, knowledge on giving the best service possible is crucial in this industry. This is the role of social media in disseminating information to potential customers (Nezakati et al., 2015). Every player in tourism industry should adopt and adapt the best application in using social media that are famous and mostly used by users. Knowledge in acquiring the best practice would entitle business owners and entrepreneurs to be up to date in generating the current preference of the market.
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Tacit knowledge manifestations in an institute of higher learning

Tacit knowledge manifestations in an institute of higher learning

In the knowledge-based theory of the firm, the most important strategic resource for an organization is knowledge. The application of knowledge in an organization creates new knowledge that leads to competitive advantage for an organization (Grant, 2002; Zack, 1999). However, knowledge within a firm or organizational knowledge is a wide-scope concept. It involves people and context, depends on people’s value and assumptions that leads to its behavior, decision and action in a specific context (Guzman and Wilson, 2005). Nonaka and Takeuchi (1995) define organizational knowledge as what is commonly known within a group of people associated with the organization. Common knowledge is knowledge shared among members of society entity, and also known as “collective knowledge” (Baumard, 2001) and originates from the experiences of those in an organization (Dixon, 2000). For Liebotwitz (1999), knowledge in an organization resides in human mind, organization, documents and can either be personalized or diffuse and distributed.
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The Meaning of Tacit Knowledge

The Meaning of Tacit Knowledge

{Abilities, Accidental, Accomplishment, Action, Action oriented know how, Action slips, Ad hoc, Adaptation, After the fact, Analysis, Application, Attention, Automatic, Automatic knowledge, Awareness, Background knowledge, Between the lines, Body language, Charisma, Concentration, Coordination, create and enjoy challenges, Diagnostic closure, Emotions, Executive commitment, Exists, Experience, Expertise, Focal awareness, Force/tension required, Gaining promotion, Gaining respect, Getting one's feet wet, Hands on teaching, Have a feeling, Here and now, Hidden, High level goals, Holistic in nature, How to seek out, Idiosyncratic, Immutable, Implicit, Implied, Indeterminacy, Inferences, Inferred from actions/statements, Informating, Ingrained, Insight, Inspiration, Instinctive reaction, Intangibility, Intimacy, Intuition, Involuntary, Know more than we can tell, Know why, Knowing, Knowledge possessed by itself, Learning by doing, Learning the ropes, Lip service, Management, Managing relationships, Managing subordinates, Manual dexterity, Meaning requires tacit component, Mediation, Mental models, Meta-cognitive understanding, Motivation, Motor skills, Networking, No idea, Noiseless, Non awareness, Non focus on parts, Orientation, Out of the corner of the eye, Paradigms, Pattern recognition, Personality, Physical control, Place, Possessed, Power, Practical intelligence, Practice wisdom, Preciousness, Presuppositions, Principles, Product of process, Proximal knowledge, Psychomotor skills, Recognition, Recognition of musical note, Reflection in action, Reflection upon reflection, Relativity, Residual category, Rooted, Second hand, Second nature, See as' rather than see, Selective comparison, Semiconscious, Sense perception, Short term, Skill, Smell, Socialisation, Society, Spatial awareness, Spontaneity, Sub-consciousness, Thinking in practice, Tool, Touch sensitivity, Unanalysed, Unconscious, Vision, Vivid, Way things ought to be, Weltanschauung, Wholeness} ⊆ iTK
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Framework To Enhance The Performance To Gain Market Through Innovation As A Mediator In The Mobile Cellular Telecommunication Industry Of Pakistan

Framework To Enhance The Performance To Gain Market Through Innovation As A Mediator In The Mobile Cellular Telecommunication Industry Of Pakistan

Both forms of knowledge sharing, either it is tacit or explicit increase the thinking capability and understanding to encourage knowledge creation and ideas that play a vital role in making critical decisions and influence the organizational performance (Reychav, 2009). The knowledge sharing gives birth to better and new innovative ideas that will enhance the quality of existing products, processes, or services that result in better performance of a firm. The tacit knowledge sharing can determine the performance of the firm as a whole (Anh, 2006). Within an organization, explicit knowledge transfer sharing improves the effectiveness and operational efficiency (Wang, 2012). In any organization, the determination of organizational learning can be the sharing of knowledge brings many advantages to an organization through the achievements of organizational goals (Down, 2001; van Woerkom & Sanders, 2010). Knowledge sharing has different dimensions and play critical roles in different ways to improve performance (Du, Ai, & Ren, 2007). Therefore based on the above study, we propose hypotheses such as.
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A Design Method with Knowledge Modeling for Complex Product Based on Ontology

A Design Method with Knowledge Modeling for Complex Product Based on Ontology

The knowledge resources of complex product design can be summarized as: design specification, design wiz- ard, design manuals, computer programs, product model, design experience, case, outsourcing pieces of knowl- edge, as well as user demands, etc. Except design ex- periences, all the others are explicit knowledge. The his- torical data of products exist in company’s PDM; the design experience usually exists in the personal note and memory of designers which is tacit Knowledge. The de- mand of designer is to store and fetch the acquired ex- plicit knowledge easily, at the same time explore tacit knowledge and transfer it into explicit knowledge, by using some knowledge manage tools and methods, to find out the correct knowledge resources, and reuse it by appropriate form to support the design work. Therefore, the knowledge ontology top-level structure of complex product innovation design process is shown in Figure 2.
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Research on the time optimization model algorithm of Customer Collaborative Product Innovation

Research on the time optimization model algorithm of Customer Collaborative Product Innovation

priority. Hou, Chen and Wen (2007) took the decomposition and distribution of product design task as the breakthrough point, and through considering the interaction and influence between different tasks, studied the decomposition of inter-organizational collaborative product design task and selection and matching of coordinal suppliers which was based on the fuzzy matching method. Ming and Yan (2008) made a systematic and qualitative description for the process framework of the collaborative design and manufacturing which was based on product life cycle theory and the consideration of the technical features of the product design, while lacking of the quantitative analysis of product design time and design efficiency. Sheng, Lin and Ding (2006) used the theory and method of attributes importance in the rough set to determine the similarity of design tasks and knowledge source case, and calculated the weight of the task, so as to define task priorities, eliminate confliction of product collaborative design task and improve the efficiency of collaborative design. Considering to problems exist for collaborative design task scheduling, in the establishment of designing task network chart, Pang, Fang and Guo (2008) took comprehensive consideration of the specific autoimmune factors and constraints of collaborative projects and tasks. Based on Equilibrium - moderation principle, a task assignment from tasks to team members extended mathematical model was established, and Hungary algorithm was used for solving. Zhang, Liu and Zhang (2009) depended on the structure matrix to construct the overall time model of collaborative product development, designed the particle swarm optimization algorithm for task optimization distribution, and achieved optimal allocation of development subtasks among organizations, so as to guarantee manufacturers to finish product development projects in the scheduled time and response to the rapid changes in the market. As, for the multitasking complex cross-coordination difficult problems in distributed collaborative design environment, Liang, Ge and Yang (2011) had a logic decomposition for collaborative design business rules and task - resource dependence relationship, which was based on the coordination theory (CT) depending on the analysis method and project management of work breakdown structure (WBS) method. And single main task coordination model proposed in complex collaborative design environment was put forward. At the same time, considering the coupling relationship between the coordination tasks, the grey relational analysis (GRA) was adopted for the assignment of collaborative design task weight, and the weighted design task was sorted so as to optimize the overall time of product collaborative innovation design.
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The academic firm: a new design and redesign proposition for entrepreneurship in innovation-driven knowledge economy

The academic firm: a new design and redesign proposition for entrepreneurship in innovation-driven knowledge economy

Knowledge and innovation are crucial key drivers for the academic firm. Academic firms can follow the logic of linear innovation but also the logic of non-linear innovation. The model of linear innovation often is being assigned to Bush (1945). This model assumes a sequential “first-then” relationship, where there is a first basic research at universities that gradually diffuses out into society and economy and where firms then translate the lines of basic research into application and economic as well as commercial uses and profits. But non-linear innovation favors a different approach. Non-linear innovation is interested in a more direct and parallel coupling of knowledge production and knowledge application, where there are mutual interferences and paral- lel as well as parallelized interactions between basic research and knowledge applica- tion. The organization of non-linear innovation encourages creative organizational designs (Campbell and Carayannis 2012). In context of firm-based organizations, also for the academic firm, the processing and advancement of non-linear innovation may imply the following: (1) firms (academic firms) engage simultaneously in different tech- nology life cycles at different levels of technology maturity; (2) firms (academic firms) accept to a certain extent, even encourage, cross-employment of their employees with other institutions, for example, academic institutions, such as universities or other higher education institutions. Cross-employment, as a concept, identifies forms and varieties of multi-employment, where an individual person is being simultaneously employed by more than one organization (by at least two organizations): should those organizations also root in different sectors, then cross-employment displays character- istics of a trans-sectoral network-building (Campbell 2011).
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THE KNOWLEDGE-BASED VIEW FRAMEWORK: CAPABILITY OF KNOWLEDGE INTEGRATION LEADS TO CAPABILITY OF INNOVATION OR IMITATION

THE KNOWLEDGE-BASED VIEW FRAMEWORK: CAPABILITY OF KNOWLEDGE INTEGRATION LEADS TO CAPABILITY OF INNOVATION OR IMITATION

The central argument of this text is that, in the face of today’s knowledge intensified global business competition, knowledge-based view (KBV) framework is more constructive and instructive than that of resource-based view (RBV) framework, in explaining the mechanism of how firms (both innovators or imitators) can establish and sustain competitive capabilities and advantages. Case study (Amazon) combined with a two-staged survey methods are employed to analyze and compare Japanese, Korean and Chinese firms in IT-related industries. The results are congruent implicitly or explicitly that, knowledge-based resource (intangible asset) is more decisive than that of tangible resource in stimulating firms (both market-leaders and market-followers) to pursue an entrepreneurial oriented strategy, and to gain first-mover advantages. The concepts of knowledge integration and tacit knowledge are defined respectively, and used to rationalize that, establishing a knowledge-based human resource management (HRM) system is critical to facilitate firms’ capabilities of communicating and learning, to codify the integrated tacit knowledge into explicit instructions to guide organizational routines, to transform the codified knowledge into the innovations of product architecture, and to enhance the knowledge-based dynamic capabilities and advantages. Theoretically, this study concludes that, both innovators (market-leaders) and Shanzhai imitators (market-followers) are knowledge-driven. Although such a conclusion seems a bit of farfetched, but provides a direction for future researchers to empirically either verify or falsify.
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The 'what' and 'how' of learning in design, invited paper

The 'what' and 'how' of learning in design, invited paper

Alex Duffy is currently a Senior Lecturer and Director of the CAD Centre at the University of Strathclyde. His main research interests have been the application of knowledge based techniques in early stage design, product and product knowledge modelling, machine learning techniques and past design utilisation, and design co-ordination. He has been active in the application of Machine Learning techniques in design since the mid 80’s and has been instrumental in organising a number of workshops and special issues on this topic. After completing a Shipwright designer/draughtsman apprenticeship and a further two years in the shipbuilding industry he went to the University of Strathclyde to obtain his degree in Naval Architecture and a Ph.D. in knowledge based computer support for conceptual engineering design. He is a member of the British Computer Society (MBCS), a Fellow of the Institute of Engineering Designers (FIED), and the leader of a European (EU) Basic Research thematic network sub-group working in Design Co-ordination. He is on the advisory board of a number of international conferences and editorial boards, chairs the International Engineering Design Debate (EDD) and is a member of the IFIP Technical Committee Working Group 5.8 on Product Specification and Documentation.
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Innovation, design and CAE in new product development

Innovation, design and CAE in new product development

The concept of the ‘concept’ is clearly a well understood part of design: there is the ‘concept design’ stage; conceptual thinking is a recognised skill exhibited by the designer and concept designs are evaluated (preferably systematically) before one or more concepts are taken forward for development; French (1971) has written a book ‘…/ Design The Conceptual Stage’. But non of this is at the beginning even of the design process. Indeed the concept which follows an informed and rigorous challenge of the brief is the response to the concept – the original idea which is the basic prescription given to the designer – it is the raw material the designer has to work with. This challenge might question the whole notion of the product or maybe some aspect of it as prescribed by the brief. This is especially true if the brief is brought to the designer from a client who has not conducted any meaningful research.
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IMPLEMENTATION OF INNOVATIVE EDUCATIONAL STRATEGIES FOR INDIAN GOVERNMENT SCHOOL CHILDREN: A STUDY

IMPLEMENTATION OF INNOVATIVE EDUCATIONAL STRATEGIES FOR INDIAN GOVERNMENT SCHOOL CHILDREN: A STUDY

Education includes a methodical training and instruction that readies a person for what's to come. It includes procurement of knowledge, capacity, aptitudes, development of character and mental power coming about because of such training and instruction. One significant reality in education is the structure of knowledge or creation and sharing of knowledge with the students so that toward the finish of schooling the individual secures the vital knowledge, ability, and skill that will empower the individual to create him/her and furthermore contribute helpfully to the development of the country (Akpan, 2015)[1]. The successful management of educational organizations relies upon the nature of the institutional directors, their capabilities, encounters and expert introduction. We are living in a knowledge-driven society in which technological development has transformed the world into a worldwide town.
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Workaround as a craft skill of the computerised paper production process

Workaround as a craft skill of the computerised paper production process

contributed classification of skills based on their explicit expressions–into the physical, semiotic and intellectual–to an understanding of how his thought may be applied. The chapter also identified the tacit knowledge as closely related to experience. Problem-solving is a heuristic act, which enables us to deal with a novel situation in a novel manner. It is essentially tacit, despite an interplay between the articulate and the inarticulate. A problem-solving capability is positively related to a level of experience, an accumulation of which forms a repertoire of portmanteau reactions as behaviour patterns, which immediately became part of appropriate routes toward a solution. It transforms once the novel situation to a routine operation in eyes of an expert; his experience is transformed into a wealth of resource ready to deal with occurrences with increasing subtlety. He possesses the superior problem-solving skill compared to a novice. Although the expert may be as prone to making mistakes as other relatively inexperienced person, he is better able at identifying and rectifying errors. His problem-solving approach becomes increasingly non-routine, adaptive and does not follow a strictly logical pattern. A close inspection reveals an ability to improvise: to make a quick and reliable decision without prior stipulation (Weick E., 1998: 544). It is a process where by a fresh contingency is mixed with previously learnt lessons, guided by patterns discovered retrospectively (Berliner P., 1994: 546-7). We are said to improvise as we thrust our intuition-guided efforts towards
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Constructing an Innovative Design Model by Design Thinking to Evaluate New Product Development Effectiveness of Product service System

Constructing an Innovative Design Model by Design Thinking to Evaluate New Product Development Effectiveness of Product service System

process. Tim Brown, the president and CEO of IDEO, affirmed that design thinking has three phases of a circle process including inspiration, ideation and implementation (Fig. 1) by integrative thinking: balancing desirability with viability and feasibility [6]. Designers spend time in design stage prototyping possible solutions, testing and receiving feedback as they design to come out a feasible solution, thereby make it into production in delivery stage. The elements of design thinking require designers to toggle back and forth between analysis and synthesis, and then to operate in the concrete and abstract worlds. Designers usually engage in four types of work: observations, frameworks, imperatives and solutions that can help to improve design thinking capabilities (Fig.2) [7].
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Knowledge Creation in Constructivist Learning

Knowledge Creation in Constructivist Learning

The findings of the study is substantiated by studies conducted by Hakkarainen [17], where a series of studies at the elementary level education so as to facilitate progressive inquiry and practices of knowledge creation was conducted on Grade 5/6 students working within a computer supported classroom pursuing biological (Human Biology) and physical (Force, Electricity, Cosmology) study projects. A qualitative analysis of the epistemology of the students’ inquiry culture indicated that knowledge produced by the class in question was at a very high explanatory level in both biology and physics. Moreover, Bereiter et.al [18-19] talked about schools as knowledge building communities in which both teachers and students work to build new knowledge and understanding.
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Design, product identity and techlogical innovation

Design, product identity and techlogical innovation

It is this phase which probably poses the greatest diffi­ culty for both the producers and users of t i p's, partic­ ularly if the innovation is discontinuous, as in the case of the pocket calculator, where the consumer may have the greatest difficulty in relating the product to his or her present and future needs without a direct trial with the product itself. A perfect example of this is contained in the Hewlett-Packard Report (ref No RM13) where market research techniques failed to predict a demand for the then unmarketed pocket calculator. User tests of a simulated calculator, however, produced data which iden­ tified a considerable demand, implying that consumers are unable to predict patterns of use of new products at an abstracted level. This is a problem for both the producer, in terms of predicting market demand for future innovatory products, and also the user.
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Design, product identity and technological innovation

Design, product identity and technological innovation

light of the complex activities of their users, which all too easily transcend such artificial classification. For this reason the Work/Leisure Patterns of Use has been used in this research as an analytical and not a classi­ fication method, since it links the product directly to the mode of use and not to its own inherent character­ istics. However, it must be viewed as a continuous spec­ trum, ie as a progressive, continuous band of product characteristics and not a rigid series of abrupt classi­ fications. Although products may appear in one or more classifications, there is the possibility of use in another area.
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Unknown knowns; uncovering tacit knowledge for the design of interactive media

Unknown knowns; uncovering tacit knowledge for the design of interactive media

In: CUMULUS Conference: Pride and Pre-design: the Cultural Heritage and the Science of Design, Lisbon, Portugal, 26-29 May 2005... Copyright and re-use policy See http://shura.shu.ac.uk/[r]

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