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New Knowledge Exploitation - Coggle Diagram
New Knowledge Exploitation
Implementation
Utilization of new knowledge in products
Applying new knowledge in developing new products (Jansen et al. 2005)
Reflection, updating and repetition in the process of implementing new knowledge (Senivungse et al, 2019)
Introducing a new product in the market with small and large changes in the structure and / or configuration of the product and / or the use of new technology (product imported or produced by the firm(Kim, 1997)
Business development by increasing product diversification and / or differentiating products (by adding product features) and differentiating consumers (targeting new consumer segments) (Yoruk, 2019)
Commercial introduction of new products with technical changes (Yoruk, 2019)
Utilization of new knowledge in processes
Apply and implement new knowledge in the development of new processes (Jansen et al. 2005)
Designing joint technical activities with a source of knowledge in research and development (Frost & zhou, 2005)
Managing how process resources are distributed across all levels of the enterprise (Gardner et al, 2012)
Designing a formal control mechanism in the information exchange process (Canonico et al, 2012)
Continuous monitoring and control of the results of exploiting new knowledge (Senivungse et al, 2019)
Define new improved production processes to make small changes in equipment and capabilities (Yoruk, 2019)
Increase the efficiency of technological processes in the firm (Kaplinsky and Readman, 2000)
Reconfiguration
Technological reconfiguration
Relationships re-translate (Lying et al, 2020)
Common understanding of processes (Enberg et al, 2012)
Technical testing of new knowledge exploitation experiences (Senivungse et al, 2019)
Utilizing the technical capacities created in the research and development, manufacturing and marketing of the firm in developing the capability of new knowledge integration (Bogers & Lhuillery, 2011)
Synergy and convergence of applications (Hoffmann et al, 2017)
Development of innovation with the help of intermediate integrators (Kozica et al, 2014)
Production system reorganization (Kaplinsky and Readman, 2000
Humphrey and Schmitz, 2004)
Organizational reconfiguration
Restructuring the competencies of the organization based on the new absorbed knowledge (Cooper & molla, 2017)
Reorganize existing management activities to facilitate internal and external learning (Yoruk, 2004)
Accurate documentation of transferable technical knowledge for retrieval in future projects (Coombs & Hull, 1998)
Common understanding of processes (Enberg et al, 2012)
Creating new organizational forms and management methods including teamwork, training and quality management (Yoruk, 2019)
Implement new and replaced strategic orientations (Yoruk, 2019)