The coordination of inter-company problem-solving has always had a major influence on the effectiveness and efficiency of operational management processes. The design of problem-solving activities is getting more and more important due to the environmentally induced increase in complexity. It can be seen as a measurement to secure the long-term survival ability for companies. To integrate knowledge-oriented aspects in the dealing with problem-solving activities can be seen as a measurement to reduce complexity and develop approaches employed hitherto. To develop a procedure that would be useful in context with the research conducted in this paper, the general term „problem“ had to be narrowed down. For this purpose the socio-technical system and its object, which was secured by integrating the stakeholder-management theory, was considered the basis of this paper. This system was regarded in the light of a special aspect, which was knowledge, in order to filter out knowledge-oriented processes. Apart from filtered processes, frame conditions which influence afore mentioned processes were discussed. Having laid-out the basic principles, the holistic process approach was divided into 3 main stages. Each stage was given a relevant cluster of activities as well as organizational structures. These main stages were divided up in another 3 sub stages. They are to be interpreted as guidelines for the development of knowledge-oriented problem-solving activities found in practice.
|Effective start/end date||1/01/00 → 28/02/02|