Ursula Koners and Keith Goffin
Post‐project reviews (PPRs) are widely recommended as an appropriate mechanism to stimulate project‐to‐project learning in new product development (NPD) teams. However, empirical…
Abstract
Purpose
Post‐project reviews (PPRs) are widely recommended as an appropriate mechanism to stimulate project‐to‐project learning in new product development (NPD) teams. However, empirical research on their potential is limited and so this study aims to answer two questions: how do NPD professionals perceive PPRs? and is tacit knowledge created during PPRs?
Design/methodology/approach
Five in‐depth case studies were conducted in German companies. The main sources of data were: company documentation; in‐depth interviews with managers; and observation of PPRs. The different data sources enabled extensive data triangulation and a high degree of reliability and validity to be achieved.
Findings
The results indicate that NPD personnel perceive PPRs to be a very useful mechanism. They also show that social interactions and tacit knowledge play key roles in NPD learning.
Research limitations/implications
Tacit knowledge was investigated using a proxy measure – the usage of metaphors and stories in NPD discussions and documents. More robust ways of studying the generation and transfer of tacit knowledge are needed. The whole area of knowledge and learning in NPD requires significant further study.
Practical implications
Management needs to drive the dissemination of the results of PPRs more effectively, in order to make more use of the tacit knowledge generated.
Originality/value
The main contributions of this study are the insights it provides on how PPRs are perceived and the exploratory investigation it makes of tacit knowledge – a complex topic that has previously only been discussed at a theoretical level.
Details
Keywords
Delio Ignacio Castaneda, Luisa Fernanda Manrique and Sergio Cuellar
This paper aims to focus on research regarding organizational learning (OL) and knowledge management (KM), and to specifically investigate whether OL has been conceptually…
Abstract
Purpose
This paper aims to focus on research regarding organizational learning (OL) and knowledge management (KM), and to specifically investigate whether OL has been conceptually absorbed by KM.
Design/methodology/approach
This study is based on 16,185 articles from the Scopus and ISI Web of Science databases, using VantagePoint 10.0 software. The method used in this study is a systematic literature review covering KM and OL publications from the 1970s, when the OL field started to grow, up to 2016.
Findings
Nuclear processes of OL, creation and acquisition of knowledge, have been conceptually absorbed by KM literature in the past years.
Research limitations/implications
Only two databases have been considered, Scopus and ISI Web of Science, because of their academic prestige. However, these databases include a large number of articles on KM and OL. Search terms used could exclude some relevant terms, although all major descriptive terms have been included.
Practical implications
This paper identifies thematic clusters in KM and OL, evolution of both fields, most cited authors and representative journals by topic.
Originality/value
This is the first paper to jointly analyse the evolution of KM and OL. This paper shows a conceptual absorption of OL into KM, which may enrich academic discussion and also provide some clarity to the conceptualization of these two fields.