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Mindfulness and product failure management: an engineering epistemology
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- 자료유형학술지논문
- 저자명Itabashi-Campbell, R.,Gluesing, J.,Perelli, S.
- 학회/출판사/기관명Emerald Group Publishing Limited
- 출판년도2012
- 언어영어
- 학술지명/학위논문주기The International journal of quality & reliability management
- 발행사항Vol.29No.6[2012]_x000D_
- ISBN/ISSN0265-671X
- 소개/요약Purpose – The purpose of this paper is to provide empirical evidence of engineering knowledge creation in the context of product failure management, thereby extending knowledge about organizational learning and mindfulness to a largely unexplored context. The study addresses a gap in the literature by illustrating “engineering epistemology” as a critical knowledge asset that gives rise to superior problem solving – and potentially – superior business performance. Design/methodology/approach – The authors conducted qualitative research based on phenomenological interviews with product engineers to generate a grounded theory about organizational knowledge creation. Rigorous analysis of narratives detailing the “lived lives” of problem solvers relied on a research protocol recommended by Corbin and Strauss. Findings – The findings show that engineers' real-world problem-solving practices mirror Nonaka and Takeuchi's five phases of knowledge creation and the three stages of sensemaking in enactment theory, the genesis of Weick's notion of mindfulness. A synthesized model illustrates how a five-step problem-solving process facilitated by environmental conditions resulting in organizational learning is influenced by an “engineering epistemology”. Research limitations/implications – The sample was limited to engineers based primarily in the US Midwest. While the authors' methodology (grounded theory) was appropriate for theory generation, the results invite quantitative testing involving a larger and more diversified sample of engineers. Practical implications – The paper highlights the social aspects of engineering problem solving that firms can optimize for effective problem investigation and higher organizational learning. Originality/value – The paper conceptualizes problem-solving teamwork as epistemic collaboration, with the often un-optimized potential of generating organizational learning. It is, to the authors' knowledge, the first research to concentrate on modeling the dynamics of knowledge creation in an engineering problem-solving context.
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