Letteratura scientifica selezionata sul tema "Customer knowledge capability"
Cita una fonte nei formati APA, MLA, Chicago, Harvard e in molti altri stili
Consulta la lista di attuali articoli, libri, tesi, atti di convegni e altre fonti scientifiche attinenti al tema "Customer knowledge capability".
Accanto a ogni fonte nell'elenco di riferimenti c'è un pulsante "Aggiungi alla bibliografia". Premilo e genereremo automaticamente la citazione bibliografica dell'opera scelta nello stile citazionale di cui hai bisogno: APA, MLA, Harvard, Chicago, Vancouver ecc.
Puoi anche scaricare il testo completo della pubblicazione scientifica nel formato .pdf e leggere online l'abstract (il sommario) dell'opera se è presente nei metadati.
Articoli di riviste sul tema "Customer knowledge capability"
1
Reza Zahedi, Mohammad, e Shayan Naghdi Khanachah. "The impact of customer assisted knowledge production capacity on customer capital in a knowledge-based center". Annals of Management and Organization Research 1, n. 2 (3 dicembre 2020): 107–21. http://dx.doi.org/10.35912/amor.v1i2.314.
Testo completoAbstract (sommario):
Purpose: The purpose of this research is to investigate the impact of customer-assisted knowledge production capacity on customer capital. Research methodology: The statistical population of the study consisted of 70 managers, researchers and experts of a scientific center and the statistical sample was counted and estimated 70 persons. The research instrument of the researcher-made questionnaire consists of six dimensions: ability to identify customer needs, create and manage a customer information system, customer loyalty, market share, customer service capability and target customer identification. The validity of the questionnaire was estimated 0.94%. Results: The results show that the impact of customer knowledge production capacity on all dimensions of customer capital is significant. Also, most influential among customer capital factors is customer service capability. Finally, by confirming the research hypotheses, suggestions were made based on the results of the research to improve the client's capital of the statistical society. Limitation: This research only described Knowledge Based Center. Contribution: Organizations realized that relying on existing knowledge alone was not enough to compete in a competitive environment, and went beyond the boundaries of their organization to acquire knowledge. Organizations considered customers as a very useful and knowledgeable resource, and activities should be done to interact with customers in leading organizations. Keywords: Customer assisted knowledge production capacity, Customer capital, Intellectual capital, Knowledge management
2
Storey, Chris, e Christine Larbig. "Absorbing Customer Knowledge". Journal of Service Research 21, n. 1 (22 giugno 2017): 101–18. http://dx.doi.org/10.1177/1094670517712613.
Testo completoAbstract (sommario):
Customers are a knowledge resource outside of the firm that can be utilized for new service success by involving them in the design process. However, existing research on the impact of customer involvement (CI) is inconclusive. Knowledge about customers’ needs and on how best to serve these needs (articulated in the service concept) is best obtained from customers themselves. However, codesign runs the risk of losing control of the service concept. This research argues that of the processes of external knowledge, acquisition (via CI), customer knowledge assimilation, and concept transformation form a capability that enables the firm to exploit customer knowledge in the form of a successful new service. Data from a survey of 126 new service projects show that the impact of CI on new service success is fully mediated by customer knowledge assimilation (the deep understanding of customers’ latent needs) and concept transformation (the modification of the service concept due to customer insights). However, its impact is more nuanced. CI exhibits an “∩”-shaped relationship with transformation, indicating there is a limit to the beneficial effect of CI. Its relationship with assimilation is “U” shaped, suggesting a problem with cognitive inertia where initial learnings are ignored. Customer knowledge assimilation directly impacts success, while concept transformation only helps success in the presence of resource slack. An evolving new service design is only beneficial if the firm has the flexibility to adapt to change.
3
Eslami, Mohammad H., e Nicolette Lakemond. "Knowledge integration with customers in collaborative product development projects". Journal of Business & Industrial Marketing 31, n. 7 (1 agosto 2016): 889–900. http://dx.doi.org/10.1108/jbim-05-2014-0099.
Testo completoAbstract (sommario):
Purpose This paper aims to address the need for managerial and organizational approaches to knowledge integration with customers in collaborative product development projects. The purpose is to identify the roles of customers in terms of the customer’s knowledge contribution and timing of customer collaboration in the product development process. Design/methodology/approach This study is based on a multi-case study approach, comprising four product development projects from two large international suppliers. The cases were selected following the theoretical replication logic. Data consist of interviews, workshops and secondary information. For each of the cases, a within-case analysis was performed followed by a cross-case analysis. Findings The study shows that the customer’s knowledge contribution is aligned with the specific requirements of each phase of the product development. Three specific customer roles are identified and connected to the customer’s knowledge contribution and the timing of customer collaboration. The technical capability of the customer and the locus of initiative of the product development project are affecting the prerequisites for knowledge integration with customers. Research limitations/implications The study is performed from the perspective of supplier firms. The authors have not been able to capture the perspective of the customer in detail. As it is expected that both customers and suppliers benefit from a systematic knowledge exchange, future studies could examine knowledge contributions in both directions. Practical implications The findings can be used to devise effective approaches for collaborative product development with customers related to the customer’s knowledge contribution and the timing of customer collaboration and provide guidance to firms seeking to benefit from knowledge residing at customers. Originality/value This is one of the first studies to focus on the integration of customers’ knowledge in product development processes. This paper contributes to the customer–supplier collaboration literature by presenting further insight into customers’ knowledge contributions, the timing of customer collaboration in product development processes and the prerequisites for knowledge integration with customers.
4
Nuruzzaman, N., e Deeksha Singh. "Exchange characteristics, capability upgrading and innovation performance: evidence from Latin America". Journal of Knowledge Management 23, n. 9 (11 novembre 2019): 1747–63. http://dx.doi.org/10.1108/jkm-07-2018-0447.
Testo completoAbstract (sommario):
Purpose This paper aims to attempt to examine the effect of firm-customer exchange characteristics, frequency and specificity, on the likelihood of the firm to generate customer-driven innovation. The authors draw from social capital theory and argue that repetitive and customer-specific exchange improves the trusts between firm and customers, which in turn ease the flows of tacit knowledge from customers to the firm. From the perspective of customer knowledge management, the authors contribute by examining the mechanism by which a firm can acquire knowledge from and about customers. The authors further argue that a firm’s ability to absorb knowledge from customers and turn them into innovation also depends on its internal capability. A firm that consistently upgrades its capacity is more likely to generate customer-driven innovation than those that do not. Also, the authors argue that the joint effect of exchange characteristics and internal capability upgrading can further increase the likelihood of customer-driven innovation. Such a joint force implies the positive moderating effect of internal capability upgrading to the relationship between exchange characteristics and customer-driven innovation. Design/methodology/approach The authors test the hypotheses on 3,000 firms from six countries in Latin America. They take advantage of the 2017 World Bank Enterprises Survey. This most recent of the survey asks questions on various types of innovation and firm-customers exchange characteristics and other firm-level variables. Findings The authors find support for our hypotheses that repeated exchange and exchanges tailored to specific customers have a positive effect on customer-driven innovation. Also, they find the support that internal capability upgrading, in the form of investment in product design, marketing and organizational development has a positive effect on customer-driven innovation. The authors also find that investment in product design positively moderates the impact of exchange characteristics on the likelihood of customer-driven innovation. Originality/value While past studies focus on strategies to acquire and manage customers’ knowledge, little has been said about how exchange attributes can encourage or discourage innovation? This question is important because various theoretical perspectives may have a different prediction on the effect of firm-customer relationship and innovation. This study attempts to bridge such theoretical tension.
5
Taghizadeh, Seyedeh Khadijeh, Syed Abidur Rahman e Md Mosharref Hossain. "Knowledge from customer, for customer or about customer: which triggers innovation capability the most?" Journal of Knowledge Management 22, n. 1 (8 gennaio 2018): 162–82. http://dx.doi.org/10.1108/jkm-12-2016-0548.
Testo completoAbstract (sommario):
Purpose This paper examines the influence of three dimensions of customer knowledge management – knowledge from customer, knowledge for customer and knowledge about customer – on innovation capabilities (speed and quality) and new service market performance. Design/methodology/approach The model links three dimensions of customer knowledge management to two dimensions of innovation capabilities. Further, the model links two dimensions of innovation capabilities to new service market performance. Analysis was conducted through structural equation modelling using SmartPLS software, using data from 253 managers representing 26 banks in Bangladesh. Findings The findings of this study show that knowledge from customer and knowledge for customer are the most influential predictors of new service market performance. Of the three dimensions of customer knowledge management, knowledge from customer turns out to be the strongest predictor of innovation quality and speed. Innovation quality has a greater impact on new service market performance than innovation speed. Innovation capability (quality and speed) plays a mediating role in this study. Practical implications Managing knowledge from, for and about customer should be systematically considered as a synergy approach to firms’ processes and activities to co-create value with customers. In particular, managers should put more emphasis on knowledge from and for customer to enhance innovation capacity and achieve success in the development of a new service. Originality/value This paper empirically supports the significant influence of knowledge from, for and about customer on innovation capabilities (quality and speed) and new service market performance. While the results provide guidance for researchers and practitioners, it also adds value to innovation-related research.
6
Weng, Rhay-Hung, e Ching-Yuan Huang. "The impact of customer knowledge capability and relational capability on new service development performance: The case of health service". Journal of Management & Organization 18, n. 5 (settembre 2012): 608–24. http://dx.doi.org/10.1017/s1833367200000560.
Testo completoAbstract (sommario):
AbstractThis study intends to explore the impact of the customer knowledge integration capability, customer knowledge absorptive capability, customer knowledge creation capability, and customer relationship capability on new service development (NSD) performance for Taiwan's hospitals from customer knowledge and customer relationship perspectives. We employ the self-administered mail survey to collect research data and select self-pay medical service managers or top managers as key informants. After testing the fitness of sample representativeness, non-response error, common method variance, reliability, and validity, we adopt structure equation model to test the research model. Empirical results indicate the customer knowledge absorptive capability of a hospital is positively associated with NSD performance, and the customer knowledge integration capability of a hospital fully mediates the relationship between customer knowledge absorptive capability and NSD performance. However, customer relationship capability and customer knowledge absorptive capability both have positive influence on customer knowledge creation capability. Managerial and theoretical implications are discussed.
7
Weng, Rhay-Hung, e Ching-Yuan Huang. "The impact of customer knowledge capability and relational capability on new service development performance: The case of health service". Journal of Management & Organization 18, n. 5 (settembre 2012): 608–24. http://dx.doi.org/10.5172/jmo.2012.18.5.608.
Testo completoAbstract (sommario):
AbstractThis study intends to explore the impact of the customer knowledge integration capability, customer knowledge absorptive capability, customer knowledge creation capability, and customer relationship capability on new service development (NSD) performance for Taiwan's hospitals from customer knowledge and customer relationship perspectives. We employ the self-administered mail survey to collect research data and select self-pay medical service managers or top managers as key informants. After testing the fitness of sample representativeness, non-response error, common method variance, reliability, and validity, we adopt structure equation model to test the research model. Empirical results indicate the customer knowledge absorptive capability of a hospital is positively associated with NSD performance, and the customer knowledge integration capability of a hospital fully mediates the relationship between customer knowledge absorptive capability and NSD performance. However, customer relationship capability and customer knowledge absorptive capability both have positive influence on customer knowledge creation capability. Managerial and theoretical implications are discussed.
8
Aqmala, Diana, e Elia Ardyan. "How does a salesperson improve their performance? The importance role of customer smart response capability". Gadjah Mada International Journal of Business 21, n. 2 (26 agosto 2019): 223. http://dx.doi.org/10.22146/gamaijb.35263.
Testo completoAbstract (sommario):
Salesperson is a part of a company who will always meet their customers. Salesperson should have the capability to respond to customers. This research aims at proving the importance of customer smart response capability in insurance industry in Indonesia. The respondents in this research are 317 salespersons in insurance industry. This research uses structural equation modeling to process its data. The results of this research show the importance of customer smart response capability in insurance industry. This customer smart response capability can improve salesperson performance. Additionally, customer smart response capability can mediate the influence of customer sensing on the salesperson performance and can mediate the influence of sales training effectiveness on salesperson performance. This research also has some contribution, both to knowledge and managerial contributions.
9
Tseng, Shu-Mei. "Knowledge management capability, customer relationship management, and service quality". Journal of Enterprise Information Management 29, n. 2 (7 marzo 2016): 202–21. http://dx.doi.org/10.1108/jeim-04-2014-0042.
Testo completoAbstract (sommario):
Purpose – Firms survive by exploiting knowledge resources to maintain customer relationships more efficiently and effectively, as well as enhance their service quality. However, whether an enterprise can effectively utilize knowledge resources determines the effectiveness of knowledge management capability (KMC). Hence, the purpose of this paper is to investigate the relationship among KMC, customer relationship management (CRM), and service quality. Design/methodology/approach – In order to explore on KMC, CRM, and service quality, the questionnaire and partial least square (PLS) techniques were used. Findings – The results indicate that KMC has a positive influence on CRM and service quality; and further, that CRM has a positive influence on service quality. This result also reveals constructive suggestions that allow firms to strengthen their KMC and CRM, as well as enhance their service quality. Research limitations/implications – This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings. Practical implications – This research aims to investigate KMC, CRM, and service quality, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KMC and CRM to enhance service quality. Originality/value – Although the critical factors for enhancing service quality have been identified in previous studies, few have specifically explored KMC despite the fact that it has a dramatic impact on service quality. To fill this knowledge gap, the present study employed a questionnaire and PLS techniques to explore the relationship among KMC, CRM, and service quality. Comprehending the essentials for enhancing service quality can provide useful management insights into developing effective strategies that allow enterprises to retain customers.
10
Tseng, Shu-Mei. "The effect of knowledge management capability and customer knowledge gaps on corporate performance". Journal of Enterprise Information Management 29, n. 1 (8 febbraio 2016): 51–71. http://dx.doi.org/10.1108/jeim-03-2015-0021.
Testo completoAbstract (sommario):
Purpose – The purpose of this paper is to explore the influence of knowledge management capability (KMC) and customer knowledge gaps (CKG) on corporate performance, as well as proposing concrete suggestions for filling CKG and enhancing corporate performance. Design/methodology/approach – In order to explore on KMC, CKG, and corporate performance, the questionnaire and partial least square (PLS) techniques were used. Findings – The results showed that KMC is the major factor for enhancing corporate performance, and suggested CKG to be a significant intervening factor between KMC and corporate performance. Research limitations/implications – This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability of the findings. Practical implications – Firms should apply their KMC to gather knowledge for, from and about customers to decrease CKG and enhance their relationship with customers as well as improve corporate performance. Originality/value – Developing a method by which to apply KMC in order to bridge CKG and to enhance corporate performance has become a significant issue. However, a holistic picture among KMC, CKG, and corporate performance has yet to emerge. This study thus applies a questionnaire survey method to explore the influence of KMC and CKG on corporate performance. Based on the results, specific recommendations are provided for enterprises planning to enhance their corporate performance in the future.
Tesi sul tema "Customer knowledge capability"
1
Nätti, S. (Satu). "Customer-related knowledge utilisation in the collaborative relationships of professional service organisation". Doctoral thesis, University of Oulu, 2005. http://urn.fi/urn:isbn:9514279123.
Testo completoAbstract (sommario):
Abstract
The purpose of this study is to describe customer-related knowledge utilisation in the collaborative relationships of professional service organisations. Within this specific context, knowledge transfer capabilities are emphasised as an important prerequisite in the utilisation process.
Effective organisation-level knowledge utilisation is crucial in collaborative relationships of professional service organisations. In order to formulate a coherent service offering across different areas of expertise, for instance, it is beneficial to transfer customer knowledge between professionals, business units and functions. Knowledge utilisation across different expertise areas may also be an important prerequisite for an organisation's innovativeness and proactiveness in customer cooperation.
Customer-related knowledge utilisation and related knowledge transfer processes are in this study approached from a relationship management perspective, and literature from organisation research, resource-based view and knowledge management is used as a theoretical basis. Empirically this study is based on a descriptive case study of two professional service firms in the field of business-to-business education and consultancy services. In the first case, an in-depth analysis of an organisation developing a collaborative relationship in the outsourcing situation is described. In the second case, additional views are given on organisational practices potentially facilitating customer-related knowledge transfer.
Empirical results show that internal fragmentation in the professional service organisation seems to be, to a large extent, inherent in this type of organisation, and may cause many problems in customer-related knowledge transfer and thus in effective utilisation of that knowledge. These knowledge transfer inhibitors rise from an organisation's characteristics; its dominant logic, culture, structure and systems. These organisational characteristics are bound to the characteristics of knowledge itself: its tacitness, non-observability and complexity, and can have an inhibiting influence on knowledge transfer.
However, in spite of the inherent forces causing internal fragmentation and inhibiting knowledge transfer, moderating practices of a well-planned relationship coordination system, customer knowledge and expertise codification, and cooperative working practices among the experts seem to help to maintain customer knowledge transfer and utilisation, and thus also continuity and value creation in the long-term relationships. This value creation can be seen to be based on accessing and integrating a wide variety of knowledge resources in order to create innovative, flexible and multifaceted service offerings. Value creation can also be based on organisational ability for generative learning in order to change prevailing organisational assumptions and to develop the operations model needed in collaborative relationship.
2
Eslami, Mohammad H. "Knowledge integration with customers in collaborative product developmentproject". Doctoral thesis, Linköpings universitet, Projekt, innovationer och entreprenörskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-133964.
Testo completoAbstract (sommario):
Driven by rapid technological developments, greater customer expectations, and increased product complexity,product development processes increasingly rely on the integration of dispersed specialist knowledge.Consequently, many industrial firms are changing the way they approach product development. Productdevelopment increasingly relies on knowledge integration across firm boundaries. Customers are one of the mostindispensable sources of knowledge, and their knowledge needs to be integrated during product development.However, little is known about the processes and mechanisms used to integrate customer knowledge in productdevelopment.Therefore, firms must devise processes and mechanisms that support knowledge integration withcustomers. This thesis aims to investigate knowledge integration with customers in collaborative productdevelopment. The work described in this thesis combines a case study with a survey approach. More specifically, five casestudies were conducted at three industrial manufacturing firms. Data were collected in 46 interviews, along withinformal discussions, workshops, and secondary material. The case studies revealed the role of knowledgeintegration, knowledge integration mechanisms, and the importance of contextual factors related to the customer’stechnical capability, and the locus of initiative for the product development project. A cross-sectional survey wasperformed in order to ascertain the role of knowledge integration and its effect on innovation performance and theeffect of firms and customers’ technical capability and locus of initiative on knowledge integration withcustomers. The survey study generated 216 responses from firms operating in the Swedish manufacturingindustry. This thesis consists of a compiled summary and five appended papers. The results in these provide the basis formodelling knowledge integration with customers. The findings confirm that integrating knowledge withcustomers in product development is associated with better innovation performance. Further, the results point tothe dynamic characteristics of knowledge integration in product development processes. More specifically, firmstend to apply different combinations of mechanisms in different phases, depending on the intended content of theknowledge contribution of the customer and the requirements of each phase in the development process. Inaddition, the degree of technical capability, internal integration capability, and locus of initiative are importantfactors influencing knowledge integration processes. This thesis sheds new light on collaborative productdevelopment with customers by demonstrating that knowledge, and particularly the integration of knowledgeacross firm boundaries, is a central property of product development. The study focuses on industrial andmanufacturing firms, complementing current perspectives on the role of customers in other sectors. In thisparticular sector, complexity and system-wide implications need to be resolved together with customers throughknowledge integration activities. An important implication of the thesis is that firms need to devise mechanismsfor knowledge integration with customers, and be prepared to redevise these as the firm progresses through theproduct development phases.
3
Miao, Chicheng, e 苗祺政. "The Effect Of Customer Knowledge On Innovation Performance—Knowledge Management Capability As Intervening Variable". Thesis, 2012. http://ndltd.ncl.edu.tw/handle/62813125214300171667.
Testo completoAbstract (sommario):
碩士義守大學
資訊管理學系
100
The diverse global market makes it difficult for every company to identify customers’ preferences. CommonWealth Magazine also mentioned about the future competition in the industry that one that can provide the most intimate experience for the consumers and establish a solid management system can become the most prominent industry. Hence, companies should put their focus on the customers to enhance corporate performance through utilizing their knowledge management capabilities to transform customer knowledge into corporate knowledge. In other words, if a company does not have adequate customer knowledge, then providing service to the customers will be restrained. Therefore, how to effectively establish channels for acquiring customer knowledge to enhance the customer relationships has become an urgent task. This research applied review of literature and questionnaire method as the main research tools to investigate how companies apply their knowledge management capabilities to acquire customer knowledge in order to develop and maintain customer relationships that will enhance innovation performance. The results showed that customer knowledge and knowledge management capability have significantly positive influence on innovation performance. This means that companies should actively develop their knowledge management capabilities to acquire customer knowledge, understand customer needs, as well as establish long-term customer relationships. At the same time, companies should involve customers as their knowledge partners so that they can acquire valuable customer knowledge to enhance their innovation performance.
4
Chen, Pei-Huan, e 陳沛環. "The Moderating Effects of Customer Knowledge Management on Customer Relationship Management Performance by Dynamic Capability ─The Effect of Knowledge Strategy and Strategy Execution". Thesis, 2009. http://ndltd.ncl.edu.tw/handle/66236806959361927846.
Testo completoAbstract (sommario):
碩士南台科技大學
行銷與流通管理系
97
This study want to explore how to develop customer knowledge management competence from dynamic capability’s process construct. That can make firm increasing their performance. Through testing every factor to find what factor is suitable. That can help firm understanding how to build competitive advantage in the constantly changing market. In order to develop customer knowledge management competence affecting firm’s performance. This study use questionnaire survey and statistic to test the effect of dynamic capability’s process on CKM and the impact of CKM on performance. Secondly, The study found that the properties of knowledge strategy, strategy execution and industry structure do interfere with the overall results, only the knowledge strategy strategies and the manufacturing sector to the overall effect of interference.
5
Chen, Kun-Hsiang, e 陳昆祥. "A Study on the Relationships among Customer Knowledge Management, Marketing Knowledge Creation Capability, Marketing Innovation and Market Performance". Thesis, 2008. http://ndltd.ncl.edu.tw/handle/25554592883027066424.
Testo completoAbstract (sommario):
碩士國立成功大學
工學院工程管理專班
96
The knowledge management has already been confirmed to influence the business management obviously. In order to sustainable development, the enterprise is a supplier role transform into the listener and hander gradually. They connect with the customer and become the partnership to participate in the research and development product together to achieve the customer demand and create the performance. The research subject is how the enterprises use the knowledge management to communicate with the customer. The advantages of knowledge management can combination with the marketing knowledge and marketing innovation effectively. The synergy can expand business domain and improve the performance in the market. This research looked into the effect of customer knowledge management, the marketing knowledge creation ability, and the marketing innovation and give gave the suggestions to the enterprises. This research is based on data collected from the operating unit personnel in Taiwan with a 55.2 % response rate, 221 valid feedbacks were received. This study utilized Canonical Correlation, Multiple Regression Analysis, ANOVA, LISREL and Path Analysis to figure out the effect. The major findings of the study were as follows: 1. Customer knowledge management has a significant correlation and positive effect with marketing innovation. 2. Marketing knowledge creation capability has a significant and positive effect with marketing innovation. 3. Marketing innovation has a significant and positive effect with market performance. 4. Customer knowledge management has a significant and positive effect with market performance. 5. Capability of marketing knowledge creation has significant and positive effect on market performance. 6. Marketing innovation is an intermediary relation on the customer knowledge management and capability of marketing knowledge creation. 7. The different enterprise have a significant difference with the customer knowledge management, capability of marketing knowledge creation, marketing innovation and marketing innovation construct. 8. The staffs that have different number have a significant difference in the customer knowledge management and capability of marketing knowledge creation and market performance.
6
Chen, Kuan-Hsu, e 陳冠旭. "The impact of Customer Knowledge Enabled Innovation Capability, Learning Orientation, Supervisor Support on Organizational Performance". Thesis, 2012. http://ndltd.ncl.edu.tw/handle/35237816324295218790.
Testo completoAbstract (sommario):
碩士世新大學
企業管理研究所(含碩專班)
100
As the environment changes rapidly, to survive in a large environment, only constant innovation to meet customer needs, enhance core competitiveness, enterprises must respond to these changes, constant adjustment. "Innovation" in a competitive market, you can make out of the enterprise from destiny, "innovation" is essential for enterprises to create differential, is even more explosive in the knowledge economy society, plays a consolidation of core competitiveness of enterprises an important spiritual. Facing financial turmoil hit hard before, whether they are shopping channels industry or general business, on the one hand and light among their peers in the competitor's mutual threats, continuously accelerate progress, consumers continued evolution. Operators to identify changes in consumer patterns today, providing products to consumers is no longer just a one-way, or force consumers to accept the situation. Now consumers become more substantive, for product knowledge and comparative cognitive levels well over workers. Therefore for defending the industry go attack, using collected customer knowledge into business owners gain a winning key points. Many studies show effective use of customer demand, improve customer satisfaction and repurchase behavior interact closely with customers can assist companies in innovation. Customer knowledge for innovation (CKEI) is the effective management of customer knowledge and the Organization's ability to deliver new products and services, that is, the extent to which companies use customer knowledge innovation, organization through continuous learning, cumulative reach business goals and competent support employee productivity and enhancing organizational performance. The study to explore customer knowledge to promote innovative ability to impact learning orientation, organizational performance, in joining the competent support for the adjustment variable; the issuance of this study formal questionnaires issued a total of 560, the actual recovery of samples made of 509, after discounting the invalid questionnaires 51, total recovery questionnaire 509. Regression analysis and SPSS statistical software sectors, to verify the dependencies between dimensions. Analyze verification results are as follows: (1) customer knowledge for innovation is to impact learning orientation. (2) learning orientation not to affect the Organization's performance. (3) the competent support will enhance the effect on organizational performance study guide. (4) customer knowledge for innovation is to affect the Organization's performance.
7
Wang, Yi-Syuan, e 汪宜萱. "Is Customer Knowledge Involvement Beneficial for Innovation? The Role of Social Media Capability and Market Orientation". Thesis, 2019. http://ndltd.ncl.edu.tw/handle/xm869e.
Testo completoAbstract (sommario):
碩士國立中興大學
企業管理學系所
107
Social media has become an important platform for people to communicate and cooperate in life. Social media is inseparable from our daily lives. In addition to personal usage, more and more companies apply social media to acquire the information and knowledge provided by customers. Through the customer knowledge involvement via the social media, firms can acquire information and ideas shared by customers and knowing the potential needs of customers. Therefore, customer knowledge involvement could constitute the nutrients for the company to innovate in the age of open innovation. As the increasing of customer knowledge involvement in the social media contexts, this study aims to understand the factors to facilitate customer knowledge involvement, and the influence of customer knowledge involvement. The main purpose of this study is to explore market orientation (responsive market orientation/proactive market orientation), social media capabilities (external social media capabilities/internal social media capabilities), customer knowledge engagement (customer involvement as information source, customer involvement as co-developers, customer involvement as innovators) and the relationships among firm’s innovation (incremental innovation/radical innovation). Our data is collected from the the winner of the "2017 and 2018 D&B TOP 1000 Elite SME Award" that selected by Dun & Bradstreet, Inc. A total of 1936 questionnaires were sent out and 193 valid questionnaires were collected. The effective questionnaire response rate was 9.9%. The empirical results of this study show that customer knowledge involvement has a positive impact on innovation. Both the market orientation and social media capabilities have positive impact on customer knowledge involvement and innovation. Further analysis found that among the three types of customer knowledge involvement, customer involvement as innovators has the greatest impact on innovation. Responsive market orientation has greater impact on incremental innovation, while proactive market orientation has greater impact on customer knowledge involvement and radical innovation. In terms of social media capabilities, internal social media capabilities have a significant impact on innovation and customer involvement as co-developers and customer involvement as innovators.
8
TAI, TSAI-YUN, e 戴彩雲. "Customer Relationship Quality, Knowledge Sharing and Product Innovation Capability: An Empirical Study of Taiwan Hand Tool Industry". Thesis, 2017. http://ndltd.ncl.edu.tw/handle/9wveq8.
Testo completoAbstract (sommario):
碩士東海大學
高階經營管理碩士在職專班
105
Low cost, high quality and product differentiation could no longer win the war of corporate competitiveness and sustainability. Instead, companies need to innovate continuously to maintain its competitive advantage. In today's highly competitive global business environment, it is too difficult to face such challenge and change alone. Maintaining good customer relationship quality, sharing knowledge and continuous innovation, are the only way to maintain business sustainability. Customer relationship quality plays a signification role in corporate competitiveness. The quality of customer relationship with culture difference also affect the knowledge sharing. Therefore, this study explores whether the quality of customer relationship has a significant impact on the firm’s product innovation capability in the competitive environment of globalization, and whether the cultural differences have significant influence on the implicit knowledge sharing. Based on the results of 91 valid questionnaires, the regression analysis was carried out according to the research hypothesis. The empirical results show that the relationship quality including trust, adaptation, commitment, communication and cooperation, have a positive and significant impact to knowledge sharing, and explicit knowledge sharing has a significant positive relationship with firm’s product innovation capability. Keywords: Customer relationship quality, Knowledge sharing, Culture difference, Innovation capability
9
Kai, Yeh Hsin, e 葉欣愷. "The Impact of Marketing Knowledge Management Capability, Product Innovation to Customer Satisfaction– Perceived Value as Mediating Variable". Thesis, 2010. http://ndltd.ncl.edu.tw/handle/90138114878754332380.
Testo completoAbstract (sommario):
碩士中國文化大學
國際企業管理研究所
98
In recent years, with the development of technology and fierce market competition, enterprises and companies are now facing continuous changing marketing environment and the threats and opportunities resulted from these changes. As a result, customer re-lationship management has been valued more in terms of marketing. To create a sound value, companies need to think from customer’s perspective, maintain customer rela-tionships and provide innovative products and services. In the future market environ-ment, the fundamental marketing strategy will be based on knowledge management. This requires ongoing data collection of relevant market information in order to provide customers with various marketing knowledge. Furthermore, due to the new products continuously being introduced to the market, manufacturers wish to gain customers’ attention via product innovation. Hence, this research is conducted by adopting “travel agent” as an example to study the factors such as marketing knowledge management capability of the sales person and company product innovation which may affect the perceived value of customers and customer sanctification. (1) Marketing knowledge management capability has positive effect on the perceived value. (2) Product innovation has positive effect on the perceived value. (3) The perceived value has positive influence on customer satisfaction.
10
Wang, Pin, e 王彬. "A study of the influence of customer relationship, knowledge creation and dynamic capability upon performance of new business development". Thesis, 2009. http://ndltd.ncl.edu.tw/handle/03726506824674877983.
Testo completoAbstract (sommario):
碩士國立政治大學
經營管理碩士學程(EMBA)
97
How enterprise crosses the knowledge gap to get into undeveloped marketplaces or satisfy unmet customer needs? This research adopts the “Case Study” research method to study the success factors and best practices from selected enterprise who has been successfully crossed the knowledge gap and won the installed-base from new marketplaces. This research selects HP/Agilent Technologies as the target company, who is the market leader among the test and instrument industry. This research framework is consists of knowledge creation, dynamic capability and customer relationship dimensions. Purpose to validate each research dimension is able to contribute the performance of getting into new marketplace or not, and also validate the interrelationship across these three dimensions. The variables used for customer relationship dimension include customer trust and loyalty, for knowledge creation dimension include knowledge spirals of epistemological and ontological domains, for dynamic capability dimension include key process, position and path of enterprise. Findings of this research: (1) these three research dimensions have been validated all are able to contribute to the performance of new entrance, and every dimension also interrelates to others. (2) Best practices from the case-study company include front-end employees follow the “Customer First” culture to develop the best customer relationships and gain mutual trust from owned customers. Trust and respect people, and encourage open communications both contribute to knowledge creation. Management team not only supports the employee development, but also delivers the training programs by themselves, which accelerates the knowledge conversion and accumulation. Proactively change on process and resource allocation to echo to the environmental change. (3) Interactive with customer proactively, create new knowledge through project execution. More knowledge conversion, more trust. More trust, then higher customer loyalty. (4) Develop learning path together with customer, which creates the interdependence relationships with customer when moves to next strategic position. (5) Be focused and rely on dedicated team to invest on market development, support with valuable solution offering, and manage the most updated knowledge creation processes to develop long-term strategic resources. Conclusions of this research, (1) enterprise adopts proactive account management approach to interact with customers. The front-end employee creates knowledge conversion and learning path with customer for next strategic resource development. (2) The field middle-level manager plays critical role on knowledge creation and dynamic capability update. Recommendations on managerial practice include (1) enterprise should adopt internal change proactively to match with individual account process, which promotes the best interactions with customers. (2) Enterprise should be more sensitive to distinguish the external change, and improve organizational capabilities to maintain his competitive advantage. (3) Cultivate corporate culture and values into people mindset. Encourage employee shares success with others.
Capitoli di libri sul tema "Customer knowledge capability"
1
Batista, Luciano C. "CRM Practices and Resources for the Development of Customer-Focused Multinational Organizations". In Strategic Knowledge Management in Multinational Organizations, 227–55. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-630-3.ch016.
Testo completoAbstract (sommario):
This chapter aims to provide a complete characterization of the different perspectives of Customer Relationship Management (CRM) and its potentialities to support Knowledge Management practices in a multinational context. It describes the strategic and technological dimensions of CRM and how its adoption supports the development of a learning and customer-focused organization, with special emphasis on multinational corporations. CRM strategic approach entails the adoption of customer-focused initiatives and the development of learning relationships with customers. On the other hand, its technological dimension integrates a variety of different information and communication technologies, which makes a powerful system for improving the process of knowledge acquisition. This way, different subsidiaries of a multinational corporation can develop their learning capability so that they can better identify local market demands. As a result, the corporation is able to more accurately create a global knowledge stock about its different markets in different regions of the world.
2
Kasemsap, Kijpokin. "Creating Product Innovation Strategies through Knowledge Management in Global Business". In Advances in Marketing, Customer Relationship Management, and E-Services, 330–57. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-9607-5.ch015.
Testo completoAbstract (sommario):
This chapter aims to create product innovation strategies through knowledge management (KM) in global business, thus explaining the theoretical and practical concepts of product innovation strategy and KM; the significance of product innovation strategies and KM in global business; and the creation of product innovation strategies through KM in global business. The capability of product innovation strategies and KM is significant for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and attain regular success in global business. Modern organizations should establish a strategic plan to create product innovation strategies through KM. The chapter argues that creating product innovation strategies through KM has the potential to improve organizational performance and achieve strategic goals in global business.
3
Batista, Luciano C. "CRM Practices and Resources for the Development of Customer-Focused Multinational Organizations". In Business Information Systems, 204–31. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-969-9.ch015.
Testo completoAbstract (sommario):
This chapter aims to provide a complete characterization of the different perspectives of Customer Relationship Management (CRM) and its potentialities to support Knowledge Management practices in a multinational context. It describes the strategic and technological dimensions of CRM and how its adoption supports the development of a learning and customer-focused organization, with special emphasis on multinational corporations. CRM strategic approach entails the adoption of customer-focused initiatives and the development of learning relationships with customers. On the other hand, its technological dimension integrates a variety of different information and communication technologies, which makes a powerful system for improving the process of knowledge acquisition. This way, different subsidiaries of a multinational corporation can develop their learning capability so that they can better identify local market demands. As a result, the corporation is able to more accurately create a global knowledge stock about its different markets in different regions of the world.
4
Ravasan, Ahad Zare, e Taha Mansouri. "A Fuzzy ANP Based Weighted RFM Model for Customer Segmentation in Auto Insurance Sector". In Intelligent Systems, 1050–67. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-5643-5.ch044.
Testo completoAbstract (sommario):
Data mining has a tremendous contribution for researchers to extract the hidden knowledge and information which have been inherited in the raw data. This study has proposed a brand new and practical fuzzy analytic network process (FANP) based weighted RFM (Recency, Frequency, Monetary value) model for application in K-means algorithm for auto insurance customers' segmentation. The developed methodology has been implemented for a private auto insurance company in Iran which classified customers into four “best”, “new”, “risky”, and “uncertain” patterns. Then, association rules among auto insurance services in two most valuable customer segments including “best” and “risky” patterns are discovered and proposed. Finally, some marketing strategies based on the research results are proposed. The authors believe the result of this paper can provide a noticeable capability to the insurer company in order to assess its customers' loyalty in marketing strategy.
5
Lin, Xiaohua, e Carlyle Farrell. "“Home Base” and the Brand Globalization Strategies of Emerging Market Multinationals". In Advances in Marketing, Customer Relationship Management, and E-Services, 36–50. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6242-1.ch002.
Testo completoAbstract (sommario):
This chapter examines the impact of the “home base” of Emerging Market Multinationals (EMMNEs) on their global branding strategy. While EMMNEs are perceived as lacking experience and competence in global branding, especially when competing in Western developed markets, they achieve non-traditional competitive advantages by levering knowledge and experience gained from their home base (i.e. their home country market), other institutionally similar emerging markets, and diaspora communities in foreign countries. Informed by three theoretical perspectives—dynamic capability, institutional proximity, and social embeddedness—the authors develop a conceptual model to explain these effects and illustrate their propositions with a number of case studies.
6
Mohan, Ashutosh, e Shikha Lal. "Achieving Supply Chain Management (SCM)-Customer Relationship Management (CRM) Synergy Through Information and Communication Technology (ICT) Infrastructure in Knowledge Economy". In Enterprise Information Systems, 1553–71. IGI Global, 2011. http://dx.doi.org/10.4018/978-1-61692-852-0.ch609.
Testo completoAbstract (sommario):
Information and communication technology infrastructure has changed modern business practice. The ever-changing information and communication technology infrastructure of organizations’ is opening new vista, which has not only bundles of opportunities to encash but also tremendous obstacles as survival threats. The concern about organizational competitiveness and development is closely linked to notions of the information sensitive society and global knowledge based economies. The business organizations under global knowledge economy can emerge and grow rapidly by formulating and adopting the innovative business practices. Information’s impact is easily seen—it substitutes for inventory, speeds product design and delivery, drives process reengineering, and acts as a coordinating mechanism, helping different members of the supply chain work together effectively. While the potential of information sharing is widely promoted, relatively few companies have fully harnessed its capability to enhance competitive performance. The chapter tries to provide insight into how information and communication technology can be leveraged for supply chain value creation and make it possible to achieve synergy with customer relationship management.
7
Chokkalingam, Sivamathi, e Vijayarani S. "Research Challenges in Big Data Analytics". In Advances in Business Information Systems and Analytics, 48–64. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0293-7.ch004.
Testo completoAbstract (sommario):
The term Big Data refers to large-scale information management and analysis technologies that exceed the capability of traditional data processing technologies. Big Data is differentiated from traditional technologies in three ways: volume, velocity and variety of data. Big data analytics is the process of analyzing large data sets which contains a variety of data types to uncover hidden patterns, unknown correlations, market trends, customer preferences and other useful business information. Since Big Data is new emerging field, there is a need for development of new technologies and algorithms for handling big data. The main objective of this paper is to provide knowledge about various research challenges of Big Data analytics. A brief overview of various types of Big Data analytics is discussed in this paper. For each analytics, the paper describes process steps and tools. A banking application is given for each analytics. Some of research challenges and possible solutions for those challenges of big data analytics are also discussed.
8
Tull, John. "Slow Knowledge". In Knowledge Management Innovations for Interdisciplinary Education, 274–97. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-1969-2.ch014.
Testo completoAbstract (sommario):
Breathless announcements of the latest information access devices occupy whole sections of our daily news, itself increasingly accessed online and on-the-go. This reinforces to the manager or educator the conventional wisdom that strategies for developing organisational capabilities inherently involve ever-quicker access and sharing of information—a belief reflected widely in organisational learning and strategy literatures. However, Knowledge Management’s role in translating learning into performance-enhancing capabilities remains opaque; “macro” evaluations are too abstract, leading to recent calls for empirical or “micro” studies. Furthermore, while rare breakthroughs attract headlines and research, customers and clients are mostly won or lost in the more mundane interactions of daily work. The evolution of organisational capabilities and how they rely on the medium of knowledge practices can be unpacked using the construct of an organisation’s “absorptive capacity,” a construct essentially unknown to KM. That construct can be improved by incorporating “tempo” as a crucial design and governance element. Analysing KM practices as supporting absorptive capacity is a new idea that provides both the manager and the educator with implementable recommendations. A detailed case study identifies the four key factors of capability development via KM, highlighting that “slow knowledge”—gearing knowledge processes to the appropriate absorptive capacity framework—can yield more effective organisational outcomes.
9
Ardyan, Elia, Andri Nurtantiono, Budi Istiyanto e Berta Bekti Retnawati. "The Importance Role E-Collaboration Capability and Information System Maturity on Knowledge Sharing and SMEs Marketing Performance". In Start-Ups and SMEs, 1309–27. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1760-4.ch067.
Testo completoAbstract (sommario):
This article discusses the effect of e-collaboration capability and information system maturity on knowledge sharing and SMEs marketing performance. This study was conducted at SMEs in Central Java which had used information system and technology in collaborating with partners and customers. There were 160 respondents in this research who were the owners or managers of SMEs in Central Java, Indonesia. This research used structural equation modeling analysis. AMOS version 21 was used to process the data. The result of this research showed that all proposed hypotheses were accepted. First, e-collaboration capability has positively and significantly influenced knowledge sharing. Second, knowledge sharing has positively and significantly influenced SME marketing performance. Third, e-collaboration capability has positively and significantly influenced SME marketing performance. Fourth, information system maturity has positively and significantly influenced knowledge sharing. Fifth, information system maturity has positively and significantly influenced SME marketing performance.
10
Kasemsap, Kijpokin. "The Roles of Information Technology and Knowledge Management in Project Management Metrics". In Advances in IT Personnel and Project Management, 332–61. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-7536-0.ch018.
Testo completoAbstract (sommario):
This chapter reveals the roles of Information Technology (IT) and Knowledge Management (KM) in Project Management (PM) metrics, thus explaining the theoretical and practical concepts of IT, IT capability, Information System (IS) effectiveness, KM, and PM; the measures of IT, KM, and PM metrics; and the significance of IT and KM in PM metrics. The fulfillment of IT and KM is essential for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve constant success in global business. Therefore, it is crucial for modern organizations to explore their IT and KM applications, establish a strategic plan to routinely inspect their functional advancements, and promptly respond to the IT and KM needs of customers. The chapter argues that applying IT and KM in PM metrics has the potential to enhance organizational performance and achieve strategic goals in the social media age.
Atti di convegni sul tema "Customer knowledge capability"
1
Weng, Rhay-Hung, e Ching-Yuan Huang. "The impact of customer knowledge capability and relational capability on new product development performance in Taiwan's hospitals". In 2010 7th International Conference on Service Systems and Service Management (ICSSSM 2010). IEEE, 2010. http://dx.doi.org/10.1109/icsssm.2010.5530126.
Testo completo
2
Zhang Hongqi e Lu Ruoyu. "A model for the relationship between Customer Knowledge Management and Service Innovation Capability". In 2008 International Conference on Service Systems and Service Management (ICSSSM 2008). IEEE, 2008. http://dx.doi.org/10.1109/icsssm.2008.4598460.
Testo completo
3
Fischer Beckert, Suelí, e Renan Ednan Flôres. "Calibration and measurement capability (CMC) and customer technical qualification". In 19th International Congress of Metrology (CIM2019), a cura di Sandrine Gazal. Les Ulis, France: EDP Sciences, 2019. http://dx.doi.org/10.1051/metrology/201904001.
Testo completoAbstract (sommario):
In the context of metrological confirmation, calibration is an essential process in all quality assurance efforts. Several organizations choose to outsource this activity to accredited laboratories in accordance with the requirements set forth in ISO/IEC 17025: 2017. Companies understand that accredited laboratory has formal recognition of its technical competence to perform the services within its scope of accreditation. The document ILAC P14: 2013 sets out guidelines for the presentation of Calibration and Measurement Capability (CMC). However, when analysing the scope of accredited laboratories in some national calibration bodies, it is possible to observe that, for the same instrument and the same measuring range, different values are attributed to CMC. If the CMC should result from normal calibration operations on the best existing device, what causes this dispersion? How can the customer make effective use of the information contained in accreditation scopes? In order to further standardize the presentation of CMC in accreditation scopes, calibration methods adopted by laboratories should be required to meet the maximum permissible errors established by manufacturers or normative documents. Companies can outsource calibration activities. But the selection of service provider and the interpretation of the results remains a customer assignment. The paper presents an analysis of accreditation scopes of different national calibration bodies and discusses the qualification of those in charge of metrology management, regarding the knowledge and skills required for activity.
4
Winarni, Muhammad Fadhil Dzulfikar, Regina Carla Handayani, Andy Syahrizal, Dana Indra Sensuse, Deki Satria e Ika A. Wulandari. "The Role of Social Commerce Features and Customer Knowledge Management in Improving SME’s Innovation Capability". In 2018 6th International Conference on Cyber and IT Service Management (CITSM). IEEE, 2018. http://dx.doi.org/10.1109/citsm.2018.8674059.
Testo completo
5
Burek, Gregory J., e Thomas L. Neyhart. "Knowledge Aware Engineering in Shipbuilding". In SNAME Maritime Convention. SNAME, 2013. http://dx.doi.org/10.5957/smc-2013-p29.
Testo completoAbstract (sommario):
The shipbuilding industry is considered a very traditional business that experiences long transitional periods to implement major changes, especially in its approach and execution of major business and cultural changes. This reluctance to adopt major changes is mainly due to the industry’s long product development and build cycles compared to other industries, such as automobiles and airplanes. The loner ship cycle, which can be as long as 10-20 years for military builds, is much longer than the cycles typically found in other industries, which are on the order of 1-5 years. Pressure to change in the shipbuilding industry has typically been forced due to economic conditions, wartime efforts or the introduction of new and improved technologies required by customers. Sequestration has recently placed increasing pressure to reduce the cost and number of military ships sponsored by the Federal Government. The key driver to this is our country’s overall economic climate, as well as the global economy. Consequently, this global cost pressure is affecting both military and commercial construction worldwide. Every day, our industry news sources discuss our Government’s shortage of naval shipbuilding funds and the need to cut the number of and the cost of each of these designs. Global shipbuilding orders are down due to overcapacity and reduced customer demand. The US shipbuilding industry is facing some very critical challenges, both domestically and internationally. These challenges must be addressed so that our industry can maintain its national strategic capability.
6
Banjac, Ratko, Nicolas Lecerf, Yacine Stouky, Rabie Benomar e Rachid Louza. "Enhanced Monitoring Capabilities for Legacy Engine Programs". In ASME Turbo Expo 2015: Turbine Technical Conference and Exposition. American Society of Mechanical Engineers, 2015. http://dx.doi.org/10.1115/gt2015-42309.
Testo completoAbstract (sommario):
Operational availability and reliability have never been that high than on current single aisle aircraft engines, close to 100%. Engine Condition Monitoring (ECM) contributes to these good statistics and aims at making it even better. This engines generation will still be operated for at least twenty years. Meanwhile, new engine generation, with new monitoring capabilities, will enter into service within a couple of years. Regardless of engine generation, Operators’ expectations on operational availability and maintenance cost reduction will continue to grow. This statement leads to propose monitoring capability update for current engine generation. Historically powerplant monitoring was mainly dedicated to engine removal planning and full power demonstration. With time and product knowledge increase, usage of trend monitoring, on a restricted set of parameters, provided early warning detection capability to assess some systems health and identify line maintenance actions to preserve engine time on-wing. Unfortunately, legacy monitoring process does not take advantage of full avionics capabilities so that there is an opportunity to bring new monitoring functions on current engine fleet. Consequently, constraints for such Project are the adaptation of software without adding any sensor and fitting the existing operational process. New introduced functions will enable to monitor oil consumption, start capability, enhanced performances, sensors intermittency and control system. This paper describes, in a systemic approach, the implementation of the operational process, the adaptation of both embedded and ground system, the outcomes of the monitoring functions and finally the outcomes on the data and skill management on the customer support side. As a consequence, new services for new business can emerge in a new customer support paradigm.
7
Dwivedi, Suren N., e Pinkeshkumar J. Attarwala. "Design for Manufacture and Assembly Lean and Product Development Through Industrial Case Study". In ASME 2012 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/imece2012-93452.
Testo completoAbstract (sommario):
Lean is a key process that understands customer value and its goal is to provide perfect value to the customer by engaging a process cycle that minimizes waste. This paper focuses on the implementation of Lean in the Design and Manufacturing Industries. The complex interactions of the financial, logistical, and geological processes that are involved in developing a product and then handing it over to customers are driving forces in today’s industries. Hence, if industries do not implement Lean, product cost will rise. Lean design involves identifying wastage in the processes of product manufacturing/production. This means, specifically, eliminating waste and non-value-added activities in design, production, marketing, supply chain integration and customer interactions by making product flow through the Value Stream without any interruption. Our goal is to minimize production resources by eliminating non-value-added activities, thus saving time in production and improving product quality. The basic goal behind this paper is to reduce product cost by eliminating unnecessary elements that increase final product cost. This will be demonstrated by way of manufacturing a fuel tank by removing or redesigning the parts now used by the current industry. The paper also will show how Virtual Reality plays a key role in helping students and engineers to learn applications and to understand simulation more effectively. It is a powerful learning tool for both engineers and students. The paper will emphasize the development of active learning experiences in relation to Lean Product Development. The different models that are developed in this paper will help students and engineers to gain knowledge in various streams like Engineering, Business and Sciences, with the aid of Virtual Reality. This paper concentrates mainly on undergraduate and graduate students. Solid Works, one of the more common and available tools in most U.S. schools, is utilized as a software that allows users to change product designs on their own, so as to get better results. After learning these tools, users will be able to apply their skills in various industries to reduce non-value-added activities. Developing Lean Manufacturing models using Virtual Reality will increase any user’s capability, quality and efficiency in Product Development.
8
Rossoni, Marco, Giorgio Colombo, Francesco Furini, Andrea Egidio Ascheri e Massimo Ippolito. "Assembly Line Balancing and Configuration: An Alternative Approach for Design and Planning". In ASME 2016 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/detc2016-60265.
Testo completoAbstract (sommario):
One of the most important factors that allows the big enterprises to be competitive in the market is the capability to develop products that are tailored on the specific customer requirements with a short lead-time. This research aims to study an automated configuration tool for assembly lines. A KBE approach was used. The configuration process for an assembly line has been identified with the experts of a big manufacturing Italian company. One of the critical issue is that the domains knowledge is mostly tacit. The implementation stage was carried out with a commercial development tool. Thanks to a modular design of the KBE system a strong but flexible framework was achieved. The rules and data repositories, as well as the code of the single module, can be update easier. An industrial case study was used to validate the proposed approach: the configuration of a cylinder head assembly line was performed.
9
Mambro, Antonio, Francesco Congiu e Francesco Piraccini. "Application of GE Low Load Package on an Existing District Heating Power Plant: A Case Study". In ASME 2020 Power Conference collocated with the 2020 International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/power2020-16885.
Testo completoAbstract (sommario):
Abstract The continuous increase of variable renewable energy and fuel cost requires steam turbine power plants to operate with high flexibility. Furthermore, the reduction in electricity price is forcing many existing and new district heating power plants to further optimize the heat production to maintain a sustainable business. This situation leads to low pressure steam turbines running at very low volume flow for an extended time. In this work, a case study of an existing 30 MWel district heating power plant located in Europe is presented. The customer request was the removal of the steam turbine last two stages along with the condenser to maximize steam delivery for district heating operations. However, based on the experience gained by GE on low load during the last years, the same heat production has been guaranteed without any significant impact on the existing unit, excluding any major modification of the plant layout such as last stage blading and condenser removal. Making use of the latest low flow modeling, the minimum cooling flow through the low-pressure turbine has been reduced by more than 90% compared to the existing unit. Optimization of the hood spray system and logic will reduce trailing edge erosion during low load operation leading to a significant extension in the last stage blade lifetime. These modifications, commercialized by GE as the Advanced Low Load Package (ALLP), provide a cheap, flexible and effective solution for the customer. With today’s knowledge, GE has the capability to guarantee low load operation minimizing the mass flow through the low-pressure turbine to the minimum required for safe operation. As a benefit to the customer, this option allows a gain in operational income of about 1.5 M€ per year.
10
Zachary, Justin, Vinod Kallianpur e Byungsik So. "Integration of Modern F, G, H and J Class in Combined Cycle Applications: An EPC Contractor Perspective". In ASME Turbo Expo 2016: Turbomachinery Technical Conference and Exposition. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/gt2016-57022.
Testo completoAbstract (sommario):
The traditional approach for developing new and upgrade model large frame industrial gas turbines is changing rather dramatically. Large industrial gas turbine design evolutions have typically been built around a basic core design concept that remained unchanged. The departure from tradition has been, in some cases, sparked by the merger between erstwhile competitors. Thus the models that follow a merger benefit from leveraging the best of available knowledge from both companies: specialized design methods, manufacturing practices, materials, combustion, etc. Another recent trend in GT development is to transfer select portions of design concepts and related experience, and integrate that knowledge into a new model. Both these trajectories of development involve some changes to the core design reference architecture: e.g. number of rows in turbine section, rotor design architecture, flow path shape, blade locking approach, exhaust diffuser, inlet scroll, etc., and needing more attention to detail by the EPC for being able to meet the customer expectations for life cycle costs, performance degradation, reliability and availability. The expanded technical capability of the OEMs to accelerate new technical innovations for propelling the next economic growth engine is indeed a very exciting prospect for EPC contractors. Already, modern “H” and “J” class gas turbines are commercially available for over 60 per cent net efficiency in combined cycle power plant application. This paper shares an EPC contractor’s experience in developing Combined Cycle Power Plants with two advanced commercially available gas turbine models in Korea (Mitsubishi’s M501J model) and Malaysia (Siemens SGT. 5-8000H model).