Knowledge Management Systems in Continuous Product Innovation

  • Mariano Corso
  • Antonella Martini
  • Luisa Pellegrini
  • Emilio Paolucci

Abstract

Knowledge Management (KM) is relatively new but still a very hot topic in management research and practice. Leading companies are reshaping their organisations in order to increase their ability in managing knowledge sharing and transfer within and across their organisational boundaries. Since the early 90s’ management literature has progressively highlighted the importance of KM as the main source of long-term competitive advantage; many contributions emerged from different fields reflecting, therefore, very diverse roots. Product Innovation (PI), in particular, is one of the most promising areas where Knowledge Management is today applied and studied. It is assuming a central role in strategic competition because of competitive advantage entity and endurance, and the intrinsic imitation difficulties related to path dependency [1; 2; 3]. Furthermore, the continuous rise of technological opportunities, new competitors and new customer requests, as well as the hyper-competition which characterizes the environment [4], not only have ascribed great importance to PI, but have also imposed a complete change in the organization and management of New Product Development (NPD) projects. As product development processes are becoming more and more frequent and interrelated, management attention progressively shifts from the single project to the reuse of design solutions over time [2; 5; 6; 7] in a project family [8; 9 ] as well as to the company level process of learning and knowledge transfer and reuse [10; 11; 12; 13].

Keywords

Europe Assimilation Arena Como 

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Copyright information

© Kluwer Academic Publishers 2005

Authors and Affiliations

  • Mariano Corso
    • 1
  • Antonella Martini
    • 2
  • Luisa Pellegrini
    • 2
  • Emilio Paolucci
    • 3
  1. 1.Department of Management EngineeringPolytechnic University of MailandMilanoItaly
  2. 2.Faculty of EngineeringUniversity of PisaPisaItaly
  3. 3.Department of Operation and Business ManagementPolytechnic University of TurinTorinoItaly

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