The relationship between the management of knowledge and the Japanese concept of obeya is a neglected topic. Previous studies have classified the different tools and methods adopted in Lean Product Development in the light of the Socialisation–Externalisation–Combination–Internalisation (SECI) theoretical framework for knowledge management. Following these studies, the aim of this paper is to understand empirical context how obeya is used to integrate knowledge and how its adoption fits with the SECI model. We investigated this relationship using two obeya experiences in Fiat Chrysler Automobiles, within a project that was part of the development of a new longitudinal-engine for Alfa Romeo Giulia.
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