Knowledge Management in Research and Development

• Published in: Research technology management Vol. 44; no. 4; p. 28
• Main Authors: Armbrecht, F. M. Ross, Chapas, Richard B., Chappelow, Cecil C., Farris, George F., Friga, Paul N., Hartz, Cynthia A., McIlvaine, M. Elizabeth, Postle, Stephen R., Whitwell, George E.
• Format: Journal Article
• Language: English
• Published: Arlington Taylor & Francis 01-07-2001; Industrial Research Institute, Inc; Taylor & Francis Ltd
• Subjects: Access to information; Archives; Business innovation; Business management; Competitive advantage; Computer networks; Corporate culture; Explicit knowledge; High technology industry; Industrial research; Information networks; Information storage; Information technology; Initiatives; Innovations; Knowledge management; Learning; Management; Methods; Project management; R&D; Research & development; Research institutes; Strategic management; Tacit knowledge; Technology; United States; United States > US
• ISSN: 0895-6308; 1930-0166
• DOI: 10.1080/08956308.2001.11671438

Some R&D organizations have derived significant value from embracing knowledge management (KM) principles in order to promote the flow of both resident knowledge and external information. R&D's innovation charter demands a focus different from that of other functions, specifically, to nurture open access to people's extensive tacit knowledge-that which is "in and between minds." Your company's culture and structure will be the critical factors enabling knowledge flow, with choice of IT tools of secondary importance. From the many initiatives used by leading companies, there are at least six to choose so that you: 1) instill goals/strategies, 2) access tacit knowledge, 3) provide search tools, 4) promote creativity, 5) capture new learning, and 6) build a supportive culture. This last, most important, initiative-culture change-will take time and involve the entire business. A sustained commitment to the program is thus required. The results will be "worth the wait" in gold.