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Differences in knowledge processing : why operations researchers do not understand manufacturing managers

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conference contribution
posted on 06.12.2017, 00:00 by R Jenkins, Paul HylandPaul Hyland, Ross ChapmanRoss Chapman
Manufacturing Management and Operations Research should be complementary disciplines. This work examines the importance of learning and knowledge capture to both groups as they seek to understand the manufacturing environment. The work discussed in this research is empirical, systematic, and compares a group of OR professionals to a group of manufacturing managers. A particular technology was selected to provide a focus for the detailed analysis: and this technology was discrete event simulation, and the managers involved ·in the research, were based in Australian companies. This paper develops an empirically based analysis of one aspect of manufacturing management of interest to both groups. From the data it is clear that manufacturing managers and operations researchers have different approaches to the collection, storage and codification of knowledge, and the infonnation subjected to this process is different. These findings indicate that these two groups have significant difficulty in communicating concepts such as knowledge management because oftheir clearly divergent mindsets.

Funding

Category 1 - Australian Competitive Grants (this includes ARC, NHMRC)

History

Start Page

1

End Page

12

Number of Pages

12

Start Date

01/01/2002

ISBN-10

0732621984

Location

Kuala Lumpur, Malalysia

Publisher

Monash

Place of Publication

Melbourne, Vic.

Peer Reviewed

Yes

Open Access

No

External Author Affiliations

Faculty of Business and Law; University of Western Sydney;

Era Eligible

Yes

Name of Conference

International Research Conference on Quality, Innovation and Knowledge Management

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