Abstract
This paper presents a knowledge model to enhance the process of introducing new technologies in organisations. The central principle is to convert external knowledge, constituting the technology from the supplier (universities, R&D, other organisations), into internal knowledge, constituting the technology integrated in the organisation. Two types of knowledge must be transferred: tacit and explicit knowledge. Four knowledge domains must be represented when introducing a new technology: Technology Core (constituents of the technology), Transformation Processes (transformation processes of the constituents in products and/or services), Products and Services Space (knowledge associated with products and/or services realisable with the new technology) and Organisational Environment (internal and external environment of the organisation). Technological and organisational actors map specific and shared knowledge on these domains. We developed this model as a tool to be used by project management introducing new technologies. It allows to represent knowledge of the process and to coordinate the actor’s actions. Introduction of superplastic forming technology illustrates the model.
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© 1995 Springer Science+Business Media New York
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Bergeron, J., Bocquet, JC. (1995). Introducing new technologies in organisations — business model perspective. In: Rolstadås, A. (eds) Benchmarking — Theory and Practice. IFIP Advances in Information and Communication Technology. Springer, Boston, MA. https://doi.org/10.1007/978-0-387-34847-6_23
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DOI: https://doi.org/10.1007/978-0-387-34847-6_23
Publisher Name: Springer, Boston, MA
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