Mareike Heinzen

Exploring the 4I framework of organisational learning in product development: value stream mapping as a facilitator

Organisational learning (OL) that enhances efficiency and the continuous improvement of processes is a key objective of lean product development and has become an important principle of new product development (NPD). Therefore, it is critical for an organisation to capture individuals’ and groups’ knowledge and learning about processes, institutionalise it, and deploy it organisation-wide. Since OL is more likely to occur if it is supported systematically, NPD scholars and practitioners recognise the importance of investigating facilitators’ effect on OL. However, there is no shared understanding of OL among existing studies. This disparity makes it hard to assess, compare, and integrate prior findings into studies. Our article addresses this gap. We investigate how value stream mapping (VSM) and its implementation in NPD affect OL in development processes. Therefore, we operationalise OL on the basis of Crossan et al .s 4I framework, which is comprehensive and widely recognised (Crossan, M., Lane, H. and White, R., 199918. Crossan , M. , Lane , H. and White , R. 1999 . An organizational learning framework: from intuition to institution . The Academy of Management Review , 24 ( 3 ) : 522 – 537 . [CrossRef], [Web of Science ®] View all references. An organizational learning framework: from intuition to institution. The Academy of Management Review, 24(3), 522–537). We analysed the approach to VSM and its implementation in four longitudinal, comparative case studies in the German-speaking car supplier industry. Using the 4I framework, we captured VSMs effects on the various OL dimensions. We provide valuable insights for R&D managers who seek to improve their processes and want to implement VSM.Organisational learning (OL) that enhances efficiency and the continuous improvement of processes is a key objective of lean product development and has become an important principle of new product development (NPD). Therefore, it is critical for an organisation to capture individuals’ and groups’ knowledge and learning about processes, institutionalise it, and deploy it organisation-wide. Since OL is more likely to occur if it is supported systematically, NPD scholars and practitioners recognise the importance of investigating facilitators’ effect on OL. However, there is no shared understanding of OL among existing studies. This disparity makes it hard to assess, compare, and integrate prior findings into studies. Our article addresses this gap. We investigate how value stream mapping (VSM) and its implementation in NPD affect OL in development processes. Therefore, we operationalise OL on the basis of Crossan et al .s 4I framework, which is comprehensive and widely recognised (Crossan, M., Lane, H. and White, R., 1999. An organizational learning framework: from intuition to institution. The Academy of Management Review, 24(3), 522–537). We analysed the approach to VSM and its implementation in four longitudinal, comparative case studies in the German-speaking car supplier industry. Using the 4I framework, we captured VSMs effects on the various OL dimensions. We provide valuable insights for R&D managers who seek to improve their processes and want to implement VSM.

A Longitudinal Study of Workspace Design for Knowledge Exploration and Exploitation in the Research and Development Process

In order to leverage organizational learning, scholars have already defined but are still discussing the interpretation of two different learning types, exploration and exploitation. Exploring new frontiers across knowledge domains and maintaining the balance with exploiting the existing knowledge is critical for the prosperity of an organization. The spatial dimension of organizational learning considers that proximity of employees has an influence on their learning activities, but from a rather macro perspective without taking workspace design into account. We account for these issues by examining the impact of workspace design on knowledge exploration and exploitation on the micro level at distinct stages along the value chain (i.e., the research, development and project market team unit) of Novartis, a pharmaceutical company. In a longitudinal study, employees of the three cases have been interviewed and observed over the course of three years, before and after workspace redesign. With the change from a cellular to an open workspace, employees become closer and highly visible to each other, which influences knowledge work. As the cases occurred sequentially in time, design principles were derived. The findings suggest that exploitation is supported by workspace design that leads to high proximity inducing faster feedback cycles and first-hand information. Exploration, however, is supported by workspace design that leads to high visibility triggering more cross-functional interactions and thereby the variability of knowledge. The later the stage in the research and development process, the higher the need for balanced learning activities. This balance is well reflected in a ‘multi-space’ workspace consisting of shared meeting areas, quiet zones, central staircases and integrated laboratories and desk areas.

Designing workspaces for cross-functional knowledge-sharing in R & D: the “co-location pilot” of Novartis

Purpose – This paper examines co-location as an important solution to design workspaces in research and development (R & D). It argues that co-locating R & D units in multi-space environments serves knowledge creation by leveraging knowledge sharing across boundaries. Design/methodology/approach – This study is based on a co-location project of the knowledge-intensive, multi-national company Novartis. To compare communication and collaboration patterns, we interviewed and observed employees before and after co-location into the “co-location pilot” and investigated a control group that was not co-located. The use of data and method triangulation as a research approach underlines the inherent dynamics of the co-location in this study. Findings – The study suggests findings leveraging knowledge sharing in two different ways. Co-location of dispersed project team members increases unplanned face-to-face communication leading to faster and more precise flows of knowledge by transcending knowledge boundaries. C...

Diffusion of New Technologies

Diffusion of new technology usually takes 10–40 years to achieve the big majority in a market. The first example studied, hybrid corn in Iowa, was S shaped. Since then all schoolbooks examples are S shaped. But reality is different. We often have a dip in sales after a first take-off that kills many small companies.

A new application of value-stream mapping in new drug development: a case study within Novartis.

In this case study, we evaluated the effect of colocation on the drug development process using value-stream mapping (VSM) on the Novartis Campus in Basel, Switzerland. We compared a colocated team with a control group that was not colocated. The data showed that colocation was not associated with increased process speed in terms of lead lines. However, the colocated team communicated more and reported beneficial experiences, such as faster working processes or improved mutual understanding. VSM workshops revealed not only performance indicators about colocation, but also enhanced communication and cooperation through the evolving discussion.

Who talks to whom about what? How interdisciplinary communication and knowledge of expertise distribution improve in integrated R&D labs

Abstract Although several studies have examined the impact of open workspaces, there is still an on-going debate about its advantages and disadvantages. Our paper contributes to this debate by shedding light on three issues: the effect of open workspaces on (1) the flow of communication along and across hierarchical lines; (2) the content of communication; and (3) the specificities of open integrated laboratories. Our findings derive from a longitudinal case in a large pharmaceutical company that has relocated some R&D teams from enclosed to multi-space offices and labs. The relocation has resulted in (a) increased interdisciplinary communication, particularly at lower hierarchical levels, (b) a shift of the location of discussions and the content of conversations and (c) an improved knowledge about expertise distribution. Practitioner Summary: Communication is essential in knowledge-driven organisations. This article examines the impact of a relocation of R&D employees from enclosed to multi-space offices and labs on communication patterns. We explain how the new environment fosters interdisciplinary communication, shifts the location of discussions and increases the knowledge of expertise distribution.

Pirates, Pioneers, Innovators and Imitators

Technology opens up new opportunities for good and for bad. At the beginning of a lifecycle only freaks are interested, nobody cares. Later pirates commercialize, make money, societal impacts grow, some big companies cry foul. Rules, laws, dominant designs and standards set in, they provide predictability, the big money can move in, transaction costs go down; technology matures, until a new wave of technology starts the game again.

Human Aspects of Technical Risk Management

Technology has never been accepted as broadly as it is today. There are three exceptions, however: Nuclear, bio and gene technology. Whether a technology is accepted or not depends less on rational arguments and more on whether we trust the people who run and supervise the technology. As new technology has increased manifold, there is no time to test everything in detail and science does not give us the answers about threshold levels and safety limits. Risk acceptance cannot be calculated. Instead, it has to be discussed in a democratic dispute.

Technology Changes Our Life

Technology has more and more impact on our life. It gave us all our wealth, but created and creates many problems as well. We are overwhelmed by its great power and intimidated by the magnitude of the problems it creates.

Technical Risk Management

Technical failures have become routine in every-day work life. Shorter development times, an increasing diversity in applications and a much higher complexity are leading to high failure rates for cars and many other mass products. Reliability has to be designed into the product. To prioritize scarce resources, engineers apply Mean Time Between Failure as the most common quantitative tool.