Worker and manager judgments about factors that facilitate knowledge-sharing: Insights from a Brazilian automotive assembly line

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dc.contributor.authorMuniz, Jorge [UNESP]
dc.contributor.authorWintersberger, Daniel
dc.contributor.authorHong, Jacky L. F.
dc.contributor.institutionUniversidade Estadual Paulista (UNESP)
dc.contributor.institutionUniversity of Birmingham
dc.contributor.institutionUniversity of Macau
dc.date.accessioned2022-04-28T19:46:58Z
dc.date.available2022-04-28T19:46:58Z
dc.date.issued2021-01-01
dc.description.abstractThe paper explores and ranks the key factors that support tacit knowledge sharing in automotive assembly lines. Existing studies on knowledge sharing tend to overwhelmingly focus on knowledge-intensive, white-collar work, and despite the acknowledgment of the importance of blue-collar workers' tacit knowledge, both the knowledge management and operations management literature have devoted limited attention to manufacturing environments, and, in particular, those working on assembly lines. This study draws on qualitative and quantitative data from workers and plant managers of an automotive assembly line located in the Brazilian automotive Modular Consortium (MC), a unique production concept which produces vehicles in high volume and high variety. MC works with six multinational suppliers, which interact directly on the assembly line, sharing physical space, responsibilities, and quality control. The qualitative element of the study included interviews, informal conversations, and on-site observations. Transcriptions were interpreted using content analysis. The quantitative element entailed a comparison of worker and management survey responses on the relative importance they ascribe to the different factors contributing to knowledge sharing, by ranking them using Analytic Hierarchy Process (AHP). The findings compare and contrast the perspectives of managers and workers on knowledge sharing with reference to factors related to people and processes. Implications for managerial action based on knowledge, HRM, and work management are discussed.en
dc.description.affiliationProduction Department Universidade Estadual Paulista (UNESP)
dc.description.affiliationDepartment of Management University of Birmingham
dc.description.affiliationFaculty of Business Administration University of Macau
dc.description.affiliationUnespProduction Department Universidade Estadual Paulista (UNESP)
dc.identifierhttp://dx.doi.org/10.1002/kpm.1693
dc.identifier.citationKnowledge and Process Management.
dc.identifier.doi10.1002/kpm.1693
dc.identifier.issn1099-1441
dc.identifier.issn1092-4604
dc.identifier.scopus2-s2.0-85118672611
dc.identifier.urihttp://hdl.handle.net/11449/222816
dc.language.isoeng
dc.relation.ispartofKnowledge and Process Management
dc.sourceScopus
dc.titleWorker and manager judgments about factors that facilitate knowledge-sharing: Insights from a Brazilian automotive assembly lineen
dc.typeArtigo
unesp.author.orcid0000-0003-3496-0256[1]
unesp.author.orcid0000-0001-8280-0666[2]
unesp.author.orcid0000-0001-7095-4772[3]

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