Organizational aspects of knowledge lifecycle management in manufacturing

This paper takes as its starting point that knowledge is not a unitary thing, and that in a competitive environment it has a lifecycle. In other words, if a company is to remain competitive, it must address the issues of new knowledge generation, its propagation across the organization, and its subsequent retirement. Some examples from manufacturing industry are outlined. The paper then discusses some classifications of knowledge, points out some management issues and then discusses what appears to be emerging "best practice" in this field. Implications for organizational configurations are then outlined. Finally, a list of outstanding issues is given. This discussion is based on interviews and findings from a number of collaborative projects in the European automotive industry over the past decade. © 1999 Academic Press