Representation Method for Engineering Perspective

  • Gaku Ishii
  • Masatake Sakuma
Conference paper
Part of the Lecture Notes in Computer Science book series (LNCS, volume 5617)


For most Japanese Companies, knowledge succession is important for retaining technical competitiveness in the context of the rapid change of human resources. While efficient and effective knowledge succession requires the support of an IT system, the requirements for the supporting system are severe. That is, the system not only must offer the knowledge users need, but also must represent how to apprehend and utilize the knowledge.This paper introduces a method of representing technical knowledge considered in the development process of a knowledge succession support system (IVYs). It focuses on the user interface representing the standard or situation-dependent perspective of technical knowledge that experts define.


KM (knowledge management) knowledge succession engineering-support system web-based application user interface 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 1.
    Yajima, N.: The 2007 problem of information system caused by the retirement of experts (April 2003) (in Japanese),
  2. 2.
    Ministry of Internal Affairs and Communications, Population Census (in Japanese) (October 2005) World Wide Web, (retrieved 2/27/09)
  3. 3.
    Cabinet Office of Japan, The policy research report about participation in society by the elderly (in Japanese) (July 2005) World Wide Web, (retrieved 2/27/09)
  4. 4.
    Ishii, G., Nakayama, Y.: Method of utilizing the valuable knowledge of a company - integration of information lifecycle management and knowledge management. In: Papers presented at HCI International Conference 2005 [CD-ROM] (2005)Google Scholar
  5. 5.
    Ishii, G.: A Study of Knowledge Succession in Engineering Process Management. In: Papers presented at PICMET 2007 Conference [CD-ROM] (2007)Google Scholar
  6. 6.
    von Hippel, E.: “Sticky Information” and the locus of problem solving: Implications for innovation. Management Science 40(4), 429–439 (1994)CrossRefGoogle Scholar
  7. 7.
    Szulanski, G.: Exploring Internal Stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal 17, 27–43 (1996)CrossRefGoogle Scholar
  8. 8.
    von Krogh, G., Ichijo, K., Nonaka, I.: Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation. Oxford University Press, New York (2000)CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2009

Authors and Affiliations

  • Gaku Ishii
    • 1
  • Masatake Sakuma
    • 1
  1. 1.Toshiba CorporationKawasakiJapan

Personalised recommendations