Use this URL to cite or link to this record in EThOS:
Title: Cross-project learning : a study based on the Israeli electronics defence industry
Author: Oshri, Ilan
ISNI:       0000 0001 1772 357X
Awarding Body: University of Warwick
Current Institution: University of Warwick
Date of Award: 2002
Availability of Full Text:
Access from EThOS:
Access from Institution:
This thesis alms to develop a comprehensive understanding of cross-project learning in multiple-project environments. Cross-project learning is the process through which technologies are transferred and reused within organisations. Recent years have seen a growing interest in cross-project learning. However, research in this area has emphasised the rational, classical approach to crossproject learning. Also, the majority of research on cross-project learning has largely been on the automobile industry in Japan and the USA. Thirdly, research in this field has failed to assess the impact that cross-project learning has had on other organisational processes in product development. The conclusions of these studies are context-specific, fragmented and lack any critical assessment of the process of introducing cross-project learning. This study argues that a rather different approach to cross-project learning is needed. A three-level analysis is applied in the present study that highlights operational, dysfunctional and strategic aspects in cross-project learning. The empirical core of the research is the evidence from three in-depth case studies conducted in the Israeli electronics defence industry. Three different approaches to cross-project learning have been identified at the operational level, offering organisational mechanisms and managerial practices that have not previously been reported. At the dysfunctional operations level, the study reveals that the introduction of innovations in cross-project learning has impacted the past harmony between expertise development and knowledge management practices. The findings suggest that this harmony has broken down while the knowledge management and expertise development practices have been further transformed and developed. Lastly, at the strategic level of analysis, two potential cross-project learning strategies have been detected: exploit product success and design to reuse. A contingency model that emphasises the evolutionary development path of 'modes of reusability', subject to the 'strategic development' of the studied companies, concludes this study.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available
Keywords: HD Industries. Land use. Labor ; T Technology (General)