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States that the design process includes redesigning, which implies that customer requirements, their scrutiny of the design outcome and their experiences are integral to the frame of reference of the enterprise. Furthermore, the role of design function is redefined here, and becomes one, which will maintain the continuity of the process and is to do with co‐ordination and communication; that is, between designers, suppliers and customers. Traditional organizational structures and approaches inadequately address the context, which is conducive for parallelism and co‐operation and so on. This article explores the dynamics of the relationship between suppliers and customers regarding the design process in the manufacturing sector and proposes some scenarios for rethinking the dynamics of the interface and its role in shaping the design process. The arguments are evidenced and supported by a set of case examples conducted by the authors. Draws some lessons from these examples and speculates on the managerial and organizational implications.

Aims to examine aspects of virtual collocation of teams in the context of concurrent engineering (CE). Argues that design activities have implications for people and structures in the organization. Teaming has meant that more social and physical interactions within the design environment may improve the design process and its outcome. Explores the evolution of virtual collocation of product design teams. Presents selected results from a set of on‐going pan‐European projects as well as other investigations undertaken by the authors. Attempts to highlight paradoxes and dilemmas in setting up physically and virtually collocated teams. These issues are further explored via in‐depth case studies depicting product design and development activities in manufacturing organisations. Concludes by highlighting the characteristics that are associated with effectively performing collocated teams. These are summarised into three phases: pre‐set up, operational and post‐operational.

The purpose of this paper is to examine the processes of knowing and sense‐making in small client‐based firms.

The paper adopts a qualitative approach to the case studies of two small firms in the public relations sector located in the North West of England. The paper also assumes that the firms are “activity systems” and thus draws on the “activity theory” as a framework for conducting the empirical study.

The data and analysis highlight the firms' ability to survive, grow and innovate, drawing on knowing and sense‐making recipes shaped mainly by the extent and nature of the managers' networks and “significant others” including policy makers, customers, suppliers and competitors.

The paper is based on two case studies. Although in‐depth analysis is achieved through narratives of rich data, it cannot be generalised across firms. Increasing the number of cases will certainly add validity for pattern recognition and this is the future direction of research.

Managerial knowledge and experience gained from past events and incidents are important inputs of decision making. The paper argues that managers naturally draw on their “intuition” in their enactment of events. Such intuitions and judgments are complemented by intended courses of action. It is reflection on such incidences that realises the experiences. Reflective and reflexive attempts provide valuable learning moments for managers and organisations.

The paper notes that there is a limited account and understanding of the processes of knowing and sense‐making in SMEs. It therefore offers a framework for illustrating the dynamic interactions between managers' enacting, knowing and the development of sense‐making recipes. It is an attempt to contribute to the understanding of “knowing” in SMEs.

The adoption of a team approach in new product design, particularly in recent years, has shaped the nature and context of design activities. Concepts of teaming and team building have been around for many decades and are seen as the means for enhancing organizational and individual performance. It is assumed that through teaming, that is, more social interactions, shared focus and physical proximity, the design process and its outcome will be improved. Virtual teaming, a relatively recent phenomenon, is becoming increasingly attractive to organizations due to developments in communication technologies. The implications of a remote distributed working environment, though, are not illustrated or experienced extensively. This paper explores the evolution of virtual co‐location of product design teams within the context of concurrent engineering. It, thus, attempts to highlight paradoxes and dilemmas in setting up physically and virtually co‐located teams. These issues are illustrated in case studies from ongoing pan‐European projects that depict product design and development activities in certain manufacturing organizations. A survey of some manufacturing firms highlights these dilemmas as perceived by participating firms. The paper closes by examining the extent that teaming, as a performance enhancer, can be diffused to other activities than design, and thus the extent that experiences can be shared within the organization.

This paper seeks to examine the meanings that are attached to labels we use, especially those connected to self as in selfhood, selfdom and identity, “me” and “I”. The language of the theoretical framework is derived from complexity theory. The intention is to reveal multiplicities in oneself and of oneself, such that self does not exist in isolation. We argue that the self and one’s identity can be a complete whole since the whole incorporates both totality and collectivity. Dissimilarities constitute functional identity which necessitates networks of relationships or self similar elements. The paper, therefore, aims to move against the linearity of the usual constructions of self and identity, to break the deconstructionist cycle of compartmentalism and to revitalize synergy in self analysis. It will draw on the concepts adopted from “complexity theory” to highlight the non‐linearity, inter‐dependence, intra‐relationships, loops of learning and thus evolution of the identity.

This paper analyses results from a survey of 962 Australian manufacturing companies in order to identify some of the factors critical for successful agile organizations in managing their supply chains. Analysis of the survey results provided some interesting insights into factors differentiating “more agile” organizations from “less agile” organizations. “More agile” companies from this study can be characterized as more customer focused, and applying a combination of “soft” and “hard” methodologies in order to meet changing customer requirements. They also see the involvement of suppliers in this process as being crucial to their ability to attain high levels of customer satisfaction. The “less agile” group, on the other hand, can be characterized as more internally focused with a bias toward internal operational outcomes. They saw no link between any of the independent variables and innovation, and appear to see technology as more closely linked to the promotion of these operational outcomes than to customer satisfaction. The role of suppliers for this group is to support productivity and process improvement rather than to promote customer satisfaction.

It is commonly known that intellectual capital (IC) plays a remarkable role in organizations, especially in colleges and academic centers. The purpose of this study is to investigate the effects of knowledge sharing (KS) on IC.

Based on the extensive literature review, a questionnaire was designed. The questions were composed of two parts; KS questions and IC questions. In total, 352 students completed questionnaires in the Shahinshahr branch of Payam-e-Noor University. Structural equation modeling was used to develop the measurement model.

The findings showed that KS has a significant positive correlation with IC and its dimensions. The structural equation modeling confirmed the research model and showed a good match with it.

Given that this study aimed to examine KS and IC, it implies that with optimized knowledge management in universities, providing the infrastructures of KS and strengthening students’ motivational factors, KS capacities can be enhanced and IC of universities would be strengthened.