½×¤åºK­n (­^) In the IC packaging and testing industry, short lead-time, high yield performance and excellence in quality are the major factors for competition. To achieve these goals, experienced and knowledgeable employees as well as a culture appreciating collaborative problem solving and knowledge sharing are essential. The case company realized and promoted the importance of collaborative problem solving and knowledge sharing. Currently, several collaborative problem solving and knowledge sharing activities can be observed in the case company. Although the case company appreciates and creates the culture of collaborative problem solving and knowledge sharing, several challenges remain to be addressed. ¡P Reuse of lessons learned knowledge (or tacit knowledge for short) seldom takes place. ¡P Retention of Lessons Learned knowledge is lacking. ¡P The availability of lessons learned knowledge is a concern. To address the above-mentioned challenges faced by the case company, the purpose of this research is to develop and implement a knowledge management system. Specifically, an lessons learned knowledge repository will be constructed for capturing, retaining and reusing lessons learned knowledge. The goals of the target knowledge management system include facilitating efficient inter- and intra-departmental knowledge sharing and improving the knowledge availability that, in turn, leading to a productivity improvement. Empirical evaluations on the usability of the proposed system will be conducted and analyzed.

Knowledge integration is a fundamental capability for Global New Product Development(NPD) success that allows exploiting windows of opportunity and foster innovation.Although Global NPD projects are recipients of project management methodologies,literature emphasizes a gap in how project management tools can support a knowledgeintegration capability. Therefore, this study aims to explore how project lessons learned,a project management tool, can enable knowledge integration in a global NPD context. To this extent, this study presents the case study of Company X, applying a qualitativemethod which follows an interpretivist philosophical stance and an inductive approach.The case study was conducted through semi-structured interviews with project managersand team members from two Research & Development (R&D) Centers. The datacollected was analyzed using a template analysis and matrix display. The literature review of this study introduces knowledge integration as a capability forglobal NPD, its mechanisms and influencing organizational factors. Project lessonslearned are presented as a project management tool that encompass experiences fromprojects and hence serve as a source of knowledge. This results in a theoretical frameworkfor knowledge integration and project lessons learned as an enabler of this capability,which works as a foundation for the empirical research. The findings of the applied methodology confirmed the elements of the theoreticalframework, and contributed to develop a framework that illustrates how project lessonslearned enable knowledge integration capability. Moreover, the findings explored theorganizational context of Global NPD projects, the tacit and explicit mechanisms tointegrate knowledge in and between projects and the different levels on which theorganizational factors influence the knowledge integration process. Recommendationsfor an effective knowledge integration are suggested for both academics and practitioners,as well as potential areas of research to continue extending the knowledge on this field.