TY  - JOUR
AB  - In this paper we investigate the exploratory nature of knowledge creation and sharing practice in high‐technology industry. Traditional approaches in knowledge management focus on the storage and retrieval of knowledge, but they do not address the tacit dimension of knowledge process. Using data gathered at three semiconductor manufacturers in Japan and Korea, we examine the social processes by which expert teams cooperate across team boundaries despite differing points of view resulting from increasing team specialization. Three engineering teams are studied: design, process, and process integration. They are responsible for trouble management in the production of dynamic random access memory (DRAM), a class of integrated circuit semiconductor devices. Trouble management is the handling of problems that require exploratory, yet routine problem‐solving practice. The findings suggest that the crucial challenge in achieving effective control of the knowledge management process rests not in strategies for collecting and classifying relevant problem/solution information. Rather, it is in the management of “problematization”, a political process involving the articulation behaviors of different teams of engineers.
VL  - 8
IS  - 2
SN  - 1367-3270
DO  - 10.1108/13673270410529109
UR  - https://doi.org/10.1108/13673270410529109
AU  - Kim Jeffrey
AU  - King John
PY  - 2004
Y1  - 2004/01/01
TI  - Managing knowledge work: specialization and collaboration of engineering problem‐solving
T2  - Journal of Knowledge Management
PB  - Emerald Group Publishing Limited
SP  - 53
EP  - 63
Y2  - 2024/05/11
ER  -