Techniques for the industrial implementation of emerging semantic technologies are presented in this research. Every new design, project, and procedure within a company generates a considerable amount of new information and important knowledge. Furthermore, a tremendous amount of legacy knowledge already exists within companies in electronic and non-electronic formats. All of this generated knowledge results in the need for tools and techniques to represent, structure, and reuse this knowledge. Researchers have spent considerable time and effort developing semantic knowledge management systems, with anticipation that these tools will address these knowledge management needs. However, little has been done to implement these systems within an industrial setting. In this thesis, we identify five main requirements for the development of an industry-ready, semantic knowledge management system, and we discuss how each of these requirements can be methodically addressed. The five requirements include the incorporation of legacy information, the ease of new knowledge management software adoption, the robustness of the software to support multiple file types and allow for the sharing of information across platforms, the security of the stored information, and the ease of use of the user interface. In collaboration with Raytheon, a defense and aerospace systems company, we developed and demonstrated a novel approach for the successful adoption of semantic abilities by a commercial company. Salient features of this work include a new tool, the e-Design MemoExtractor Software Tool, custom designed to mine and capture company information, a Raytheon-specific ontology extension to the e-Design Framework, and a novel semantic environment in the form of a customized semantic media wiki SMW+. The advantages of this approach and the associated research issues are discussed in the context of the industrial case study with Raytheon.

Generally, a design process involves multiple modeling and analysis interaction iterations accommodating changes and verifications. It is convenient to develop generative programs to automate some tedious and repetitive processes in order to minimize cycle times and the engineer’s routine efforts associated with various design stages. The proposed process model incorporates embedded engineering knowledge and generative Computer Aided Design (CAD) and Computer Aided Engineering (CAE) analysis for partial automation of product development. For improved efficiency and ease of operation, the process used a CAD/CAE integration approach with smart program development mechanism for automated modeling and analysis. A CAD/CAE integration method using a Common Data Model (CDM) containing all the required parametric information for both CAD modelling and CAE analysis is implemented. The CDM is used as a parametric data model repository and the supply source of input for those associative entities of CAD and CAE models and thus maintaining the associative dependencies among them. The pro-recorded journal file from the modeling and analysis software tool are used for rapid and easy program development of generative CAD and CAE. / Engineering Design

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In the field of sustainable architecture, transformability is an important way of actively responding to ambient conditions while also meeting the needs of occupants and addressing issues of building performance. This research contributes knowledge for architects about the potential of kinetics for the shading system to respond effectively to changes in its environment. Within contemporary architecture, there is a growing interest in motion; buildings and their parts are gradually shifting from static to dynamic. However, contemporary activities in architecture are evidence of a lack of a holistic approach to the design of motion in architecture and the design of motion as an alternative mode of design thinking is still in its infancy. Consequently, the existing tradition of static forms being the sole forms taught in architectural studies should be reevaluated as a design strategy. This research is a step in the direction of better understanding the key knowledge exchanges within the design process of transformable shading systems. It will seek to investigate, explore, and propose how the concept of transformability in designing shading systems can be suggested, depicted, or physically incorporated in building envelopes. In order to get the full potential of the design process of transformable shading systems, this study presents a design workflow of a specific case, called AURA, that helps to create openings for establishing a proper design methodology of transformable shading systems. While the workflow will be concerned with identifying the key decision nodes, it is anticipated that in-depth development will determine critical parameters addressing transformation itself as a design parameter of transformable shading systems. Two studio-based courses offered at Virginia Tech and Texas AandM by the author will become a testing ground for evaluating the key decision nodes found in the design process of AURA within the context of architectural programs, bringing forth the opportunity to expand the current domain of transformable shading systems to a broader perspective of architecture pedagogy. In this case, this research is a step towards adding values directly into the content of the curricula, and thus into the field of design education as a whole.' / Ph. D.

Cette thèse explore la question suivante : comment les entreprises gèrent-elles la coopétition par le prisme du partage de connaissances ? et à quelles intentions stratégiques répondent ces choix managériaux ? Notre principal résultat consiste en l’identification de trois stratégies de coopétition, chacune reposant sur un management particulier du partage de connaissances. Les deux premières s’inscrivent dans la continuité des travaux existants sur la coopétition. Elles adoptent une approche Hamelienne de course à l’apprentissage, dans laquelle la gestion du partage consiste à trouver des techniques pour partager la connaissance critique pour le succès du projet commun, sans permettre au partenaire d’internaliser la connaissance. Ces techniques consistent à « protéger » ou « partager & protéger ». En revanche, la troisième stratégie identifiée, à l’inverse des prédictions de la littérature sur la coopétition, encourage un partage plus ouvert et intensif qui peut même aller jusqu’à renforcer le coopétiteur avec sa connaissance. Mais si l’entreprise s’engage dans cette stratégie ce n’est pas par altruisme ou par volonté d’aider l’autre, mais parce qu’elle perçoit une opportunité pour capturer de nouvelles connaissances. Ainsi, les entreprises ont conscience de la dynamique positive de création de connaissances qui va être générée en partageant de manière transparente au lieu de réduire la transparence (i.e., processus de capture de valeur constructif). Cette troisième stratégie permet d’aller plus loin dans notre compréhension des stratégies de coopétition et de leur management. Elle ouvre la voie à de nouvelles recherches se basant sur des fondements intégrant Deutsch et Nonaka. Notre contribution n’est pas uniquement académique, elle est aussi managériale. Elle ouvre les champs des possibilités d’actions des dirigeants, en identifiant une stratégie contre-intuitive, pour maximiser les opportunités liées à une relation de coopétition. De plus, notre modèle intégrateur peut être réutilisé pour former les individus à la coopétition en leur permettant d’identifier trois stratégies et leurs implications organisationnelles. / We investigate how does a focal firm strategize and manage coopetition through the specific lens of knowledge sharing. Based on two case studies of two firms considered as masters in the management of coopetition, we identify three ways to create and pursue the focal firm’s current and future advantage in coopetitive project. The two first ways confirm the dominant research approach of coopetition which argues that a focal firm should obstruct or reduce to its strict minimum the coopetitor’s potential for internalizing the knowledge shared for the project success (i.e. reduce or restrict the focal firm’s knowledge transparency). Indeed, the value creation of a coopetitive project success can be jeopardized by the fear of knowledge sharing between competitors. The reduction or restriction of its knowledge transparency is a key organizational solution to overcome this fear of knowledge sharing and thus this fear of collaborating with a competitor. Alternatively, we identified a third way of strategizing and managing coopetition which goes one step further in coopetition. Indeed, by building on our empirical results, Deutsch’s theory of conflict resolution and Nonaka’s organizational knowledge creation theory, we argue that the creation and pursuit of current and future advantage for a focal firm in coopetitive project can also consist in implementing a strategy and management based on greater and freer transparency. In that case, the dominant coopetitive knowledge sharing adages of “protecting” or even “sharing and protecting” shift into “sharing and enabling for constructive capturing.” This third way opens academic research opportunities based our boarder theoretical roots than Hamel’s approach of inter-firm relationships in which the strategic intent is a learning race and one of the key organizational element is a minimized transparency. It also has managerial contributions. Indeed, it increases top management analytical capability by generating a new counter-intuitive insight: enabling a competitor in a coopetitive project can be strategic tool to create and pursue current and future advantage for themselves. Moreover, our integrated framework can be reused to train the analytical coopetitive capabilities of top managers by making them aware about three ways of strategizing and managing coopetition.