Knowledge Transfer in International Manufacturing Networks: -	An Empirical Study of European, Mexican and Chinese Sites

Erik Skov Madsen

Knowledge Transfer in International Manufacturing Networks: - An Empirical Study of European, Mexican and Chinese Sites

Department of Technology and Innovation

Research output: Contribution to conference without publisher/journal › Paper › Research › peer-review

Abstract

This paper is built around eight longitudinal case studies of knowledge transfer in manufacturing relocation. The paper introduces a model designed to identify knowledge in relation to four task situations on the shop floor in a manufacturing environment. Explicit and tacit knowledge are introduced and the paper suggests how the transfer of tacit knowledge, in particular, can be improved. The paper discusses two dramatic shifts in organizational settings, i.e. from operations management to project management in the sending unit before a transfer and the reverse in the receiving unit after relocation. Finally, the paper discusses how “dispatching capacity” and “absorptive capacity” can improve the process.

Original language	English
Publication date	2013
Number of pages	8
Publication status	Published - 2013
Event	The Ninth International Symposium on Global Manufacturing and China: High Performance Manufacturing：Global Perspective - School of Management, Zhejiang University, Hangzhou, China Duration: 7. Sept 2013 → 8. Sept 2013 Conference number: 9

Conference

Conference	The Ninth International Symposium on Global Manufacturing and China
Number	9
Location	School of Management, Zhejiang University
Country/Territory	China
City	Hangzhou
Period	07/09/2013 → 08/09/2013

Bibliographical note

Received "Best Paper Award" for the paper of "Knowledge Transfer in Internationanl Manufacturing Networks - An Empirical Study of European, Mexican and Chinese Sites" at the Ninth International Symposium on Global Manufacturing and China GMC`13, Hangzhou, China.

Keywords

Manufacturing Relocation
Knowledge Transfer
Organizational Change

Cite this

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title = "Knowledge Transfer in International Manufacturing Networks: - An Empirical Study of European, Mexican and Chinese Sites",

abstract = "This paper is built around eight longitudinal case studies of knowledge transfer in manufacturing relocation. The paper introduces a model designed to identify knowledge in relation to four task situations on the shop floor in a manufacturing environment. Explicit and tacit knowledge are introduced and the paper suggests how the transfer of tacit knowledge, in particular, can be improved. The paper discusses two dramatic shifts in organizational settings, i.e. from operations management to project management in the sending unit before a transfer and the reverse in the receiving unit after relocation. Finally, the paper discusses how “dispatching capacity” and “absorptive capacity” can improve the process.",

keywords = "Manufacturing Relocation, Knowledge Transfer, Organizational Change",

author = "Madsen, {Erik Skov}",

note = "Received {"}Best Paper Award{"} for the paper of {"}Knowledge Transfer in Internationanl Manufacturing Networks - An Empirical Study of European, Mexican and Chinese Sites{"} at the Ninth International Symposium on Global Manufacturing and China GMC`13, Hangzhou, China.; The Ninth International Symposium on Global Manufacturing and China : High Performance Manufacturing：Global Perspective, GMC 13 ; Conference date: 07-09-2013 Through 08-09-2013",

year = "2013",

language = "English",

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TY - CONF

T1 - Knowledge Transfer in International Manufacturing Networks

T2 - The Ninth International Symposium on Global Manufacturing and China

AU - Madsen, Erik Skov

N1 - Conference code: 9

PY - 2013

Y1 - 2013

N2 - This paper is built around eight longitudinal case studies of knowledge transfer in manufacturing relocation. The paper introduces a model designed to identify knowledge in relation to four task situations on the shop floor in a manufacturing environment. Explicit and tacit knowledge are introduced and the paper suggests how the transfer of tacit knowledge, in particular, can be improved. The paper discusses two dramatic shifts in organizational settings, i.e. from operations management to project management in the sending unit before a transfer and the reverse in the receiving unit after relocation. Finally, the paper discusses how “dispatching capacity” and “absorptive capacity” can improve the process.

AB - This paper is built around eight longitudinal case studies of knowledge transfer in manufacturing relocation. The paper introduces a model designed to identify knowledge in relation to four task situations on the shop floor in a manufacturing environment. Explicit and tacit knowledge are introduced and the paper suggests how the transfer of tacit knowledge, in particular, can be improved. The paper discusses two dramatic shifts in organizational settings, i.e. from operations management to project management in the sending unit before a transfer and the reverse in the receiving unit after relocation. Finally, the paper discusses how “dispatching capacity” and “absorptive capacity” can improve the process.

KW - Manufacturing Relocation

KW - Knowledge Transfer

KW - Organizational Change

M3 - Paper

Y2 - 7 September 2013 through 8 September 2013