Paola Fantini
email: paola.fantini@polimi.it

Marta Pinzone
email: marta.pinzone@polimi.it

Marco Taisch
email: marco.taisch@polimi.it

Jaume Altesa
email: jaume.altesa-cabanas@transport.alstom.com

Human-Centric Manufacturing Workplaces: Aiming at Increasing Attractiveness and User Experience

Keywords: Manufacturing, User experience, Workplaces

The pursuit of Human-Centric Manufacturing Workplaces is one of the strategic objectives of the industrial and academic research community, as a contribution to the creation of sustainable and attractive jobs in production. The concepts of User experience (UX), Interactive Virtual Prototyping (VP) and the connected scientific background can lead to new perspectives and methods for the design and evaluation of future workstations. The traditional focus on productivity and ergonomics, might be extended to encompass multisensory features and to consider the different usage stages in order to improve the experience of the workers and contribute to enhance the attractiveness of manufacturing workplaces. The application case of a train manufacturer's is taken to exemplify possible results of the application of this UX and VP-inspired approach to the design of Human-Centric Manufacturing Workplaces.

Manufacturing Jobs and Workplaces

The manufacturing industry plays an important role in the European economy in terms of GDP (16% of EU GDP) and employment (30 millions). Although currently decreasing, unemployment is a major concern in Europe: Eurostat estimates that 23.887 million men and women in the EU-28 were unemployed in February 2015 of which 4.850 million young persons (under 25 [START_REF]Eurostat Statistics: Explained -Unemployment statistics[END_REF]). Interestingly, in spite of the high level of unemployment, manufacturers find difficulties in filling jobs [START_REF]Accenture 2014 Manufacturing Skills and Training Stdy -Out of Inventory Skills Shortage Threatens Growth for US Manufacturing[END_REF][START_REF] Deloitte | The Skills Gap in U[END_REF][START_REF]Bolining Point? The Skills Gap in U[END_REF][START_REF]World Economic Forum: Matching Skills and Labour Market Needs -Building Social Partnerships for Better Skills and Better Jobs[END_REF].

As a consequence, attracting skilled workers is becoming one of the top priorities for industrial companies and the creation of socially sustainable, safe and appealing workplaces is among the main objectives of the strategic multi-annual research roadmap produced by the European Factory of the Future Research Association [START_REF]EFFRA: Factories of the Future PPP -FoF20220 Roadmap -Consultation document[END_REF].

Motivation for Human-Centric Manufacturing Workplaces (HCMW)

The emphasis on Human-Centric Manufacturing Workplaces (HCMW) derives from different objectives and needs. The adaptation of work demands to the physical and cognitive capabilities of the workers, especially for older operators and disabled people [START_REF]EFFRA: Factories of the Future PPP -FoF20220 Roadmap -Consultation document[END_REF] is required to increase manufacturing performances -flexibility, agility, and competitiveness -by leveraging the full potential and the experience of each individual. There is also an emerging value orientation towards considering workers' wellbeing in manufacturing settings, besides considering the pure execution of tasks [START_REF] Profita | Wall Relief: Ahealth-Oriented Interactive Installation for the Workplace Environment[END_REF] and towards motivating potential employees, especially young people, to even consider working in the factories. Furthermore, there is recognition that workplaces must evolve in relationship to technological and organizational changes and taking into account the needs of employees to balance privacy, collaboration and work objectives [START_REF] Lee | Effects of Control Over Office Workspace on Perceptions of the Work Environment and Work Outcome[END_REF].

Design Concepts

Human-centric and personalized work design has been so far addressed mostly with the aim of adapting the geometry, the functional demand, the knowledge and skills requirements, besides the occupational health and safety aspects, failing to consider the complexity of the interaction between human beings and their environment. There is in fact a continuous and dynamic interaction between employees and their workspace, encompassing light, temperature, noise, vibrations, gases and particulates in the air, pressure, etc. which generates physiological and psychological effects on the workers. [START_REF] Parsons | Environmental Ergonomics: A Review of Principles, Methods and Models[END_REF]. Industrial firms, confronted with the challenge of filling the skills gaps by attracting young people to manufacturing jobs and improving the workers' wellbeing, should elaborate new approaches to the design of jobs and workstations aiming at improving the individual experience, taking into account inter-individual differences (gender, anthropometrics) and intra-individual differences (physicological and psycological states) [START_REF] Parsons | Environmental Ergonomics: A Review of Principles, Methods and Models[END_REF], instead of statistic data referred to a population of employees.

Design of consumers goods might provide inspiration and lesson learnt transferable to the industrial design. If the aim is creating attractive workplaces, the workers should not be considered only as users, but should be equated to customers. Research on interactive products has mainly focused on functionalities, but an increasing attention has been recently given to the user experience (UX), as the notion of capturing the wide variety and emerging effects of technology in use, including emotional, affective and experiential factors [START_REF] Goh | Towards the Development of a 'User-Experience' Technology Adoption Model for the Interactive Mobile Technology[END_REF]. The HCMW design should therefore focus on the user experience (UX) of the workers and on the perceived value, that encompasses different aspects, such as innovativeness, customization, usability, coolness and the emotional content.

Studies have referred to sensory modalities and to time as relevant dimension of anaysis on user-product interaction (i.e. [START_REF] Fenko | Shifts in Sensory Dominance between Various Stages of User-product interactions[END_REF][START_REF] Chen | Sensory Importance and Emotions at Early Stage of Product Experiences -A qualitative Study of Jiuce Squeezer. Departent of Industrial Design[END_REF]).

In fact, if consumers' experience with products is always multisensory [START_REF] Fenko | Shifts in Sensory Dominance between Various Stages of User-product interactions[END_REF], the concept can easily be extended to workers interaction with their workplace. To the knowledge of the authors, there are no studies on the experience of the workers with the workstation that take into account emotions, aesthetics, and symbolism. However, potentially, there seem to be similarities and differences between the interactions that workers experience with their equipment and tools, and those that the consumers live with certain types of goods. For instance, within the consumers' products analysed [START_REF] Fenko | Shifts in Sensory Dominance between Various Stages of User-product interactions[END_REF], some home appliances or even vehicles can be considered as tools to perform some tasks and therefore can be assimilated to industrial equipment and tools, at least to some extent. Home appliances such as coffee maker or washing machines or even vehicles, for example, have been analysed under the perspective of sensorial dominance and usage stage. Findings show that vision is the most important modality at the beginning, but after one week of usage other modalities gain increasing relevance [START_REF] Fenko | Shifts in Sensory Dominance between Various Stages of User-product interactions[END_REF], in particular touch and audition.

The design of user experience, and of multisensory user experience, is acquiring increasing recognition not only for computer-based systems but for any kind of system users interact with [START_REF] Ferrise | Digitalizing and Capturing Haptic feedback in Virtual Prototypes for User Experience Design[END_REF].

Among the different methods and tools available in order to integrate user experience concern in the design phase of products, VP appear as extremely valuable. Virtual prototypes, equipped to recreate all the senses actually involved in the real interaction, can in fact enable capturing the UX from the users during the system design, before building the physical system [START_REF] Ferrise | Digitalizing and Capturing Haptic feedback in Virtual Prototypes for User Experience Design[END_REF]. In some cases also complex simulations Human in the Loop can support the prediction of UX, but they require the existence and availability of human models incorporating interaction behaviour [START_REF] Filippi | Human in the Loop: A Model to Integrate Interaction Issues in Complex Simulations[END_REF].

Pursuing Attractiveness and User Experience in HCMW

The stimuli and the concepts of the Interactive Virtual Prototyping lead to considering an extension of the perspective adopted to design HCMW with the aim of improving the attractiveness of manufacturing jobs. In particular, the traditional perspective of focusing on productivity and ergonomics could be enhanced by integrating two additional perspectives considering the time dimensions along the usage stages and the multisensory dimension of user experience.

Productivity and Ergonomics

Workspace design obviously needs to leverage all the pre-existing knowledge accumulated especially with reference to assembly lines, within manufacturing systems. Available frameworks and methodologies consider technological as well as environmental variables to design and optimize productivity and ergonomics (i.e. [START_REF] Battini | New Methodological Framework to Improve Productivity and Ergonomics[END_REF]).

In particular, workplace design include the definition of the geometrical disposition of the working area, the place were the parts are placed for picking with respect to the worker location and posture has to be defined Furthermore the level of physical or cognitive automation provided through supporting devices such i.e. lifting or motorized wire carousel devices or such as displays, "wearables" etc.

This aspects have been extensively studied to pursue workers health, safety and wellbeing but without addressing more hedonistic and emotional characteristics that may influence workers experience and thus workplaces attractiveness.

Usage Stages

The literature on user experience with consumers' goods has identified significant stages on the time dimension that, depending on the specific goods, may be: the first encounter, the purchase, the first use, the use in the first week, etc.

Concerning workstations, the time dimension can be considered as characterized by the following stages:

─ acquaintance. This corresponds to the "getting familiar" stage [START_REF] Chen | Sensory Importance and Emotions at Early Stage of Product Experiences -A qualitative Study of Jiuce Squeezer. Departent of Industrial Design[END_REF], in which the users get to know the workstation for the first time and receive the first impressions.

The pre-purchase and buying stages are out of this scope as undertaken by organizational roles other than the workers; ─ configuration/personalization. This stage, which is not always meaningful for consumers goods, is relevant for workstations with personalization features; ─ usage/operation. This stage can be subdivided in periods to capture the different user-product interaction patterns that usually shift in time, as for sensorial dominance [START_REF] Fenko | Shifts in Sensory Dominance between Various Stages of User-product interactions[END_REF]; ─ end-of-shift resetting. This stage may be required for shared goods. In manufacturing systems, workers' assignment to the workstations changes according to the shifts, job rotation mechanisms and other issues. According to the degree of personalization implemented, it might be convenient to incorporate a resetting functionality. As an alternative, the configuration/personalization might directly overwrite any previous setting.

Sensorial Experience

The influence of the sensorial characteristics on user experience have been analysed with reference to consumers' goods and attributes that produce positive effects have been identified, however the overall feeling of pleasantness of a good seems to be quite difficult to predict and therefore to define guideline for design [START_REF] Fenko | The Influence of Sensory Product Properties on Affective and Symbolic Product Experience[END_REF] The difficulty seems due to the complex combinations of stimuli [START_REF] Liberati | A model for the Cortico-cortical Neural Interaction in Multisensory-evoked Potentials[END_REF] and sensorial experiences and to situational variables, symbolic meanings, as well as the impact of cognitive beliefs and expectations [START_REF] Fenko | The Influence of Sensory Product Properties on Affective and Symbolic Product Experience[END_REF].

Workplaces differ from consumers' goods under several perspectives, and are subject to several constraints related to productivity and ergonomics, different standards and norms. Furthermore they are permeated with meanings related to the work and social context.

Finally they imply a long term, recurring, regulated interaction with the users.

Research on HCMW might potentially highly benefit from the lesson learnt of consumers' goods to encompass the usage stage and multisensory dimensions.

IVP could support the design of workplaces and allow quick and affordable acquisition of the users' feedback, although the development of human model would be needed in order to predict the workers' interaction and experience along the different stages of usage.

HCMW Design Application Case

Productivity and Ergonomic

Research on human-centric workplaces [START_REF]Manufacturing through Ergonomic Safe and Anthropocentric Adaptative Workplaces[END_REF] has addressed a case taken from the train manufacturing process: the vertical wiring mock-up, which consists in the preparation of the electrical wires prior to their installation in the trains. The preparation job requires several hours and is performed in the electrical department of the manufacturer. The current workplace is illustrated in the picture on the left in Erro! Fonte de referência não encontrada. 1.

Fig. 1. Current workplace

The human-centric approach has led the to re-designing these workplaces with novel equipment adjustable according to the morphologic characteristics of each individual worker, as illustrated in the central and right pictures of the figure.

This result, developed in a FP7 funded research [START_REF]MAN-MADE Project[END_REF], represents a significant advancement with reference to the AS IS situation and to design ergonomics, as it allows taking into account individual characteristics of the workers.

Exploring Multi-sensorial and Lifecycle Oriented Re-design

Identification of additional features to workplace re-design. The human-centric redesign of the workplace described in 5.1 might be enhanced by leveraging the knowledge, methods and tools developed in the field of virtual prototyping and user experience for consumers' goods.

In particular, a proposal to extend the perspective to HCMW design by leveraging the multisensory and usage-phase related concepts stimulate design research to explore additional features for the workstation to be validated through VP.

As an example, through VP it would be possible to predict the interaction and acquire workers' feedback with reference to different design options addressing the configuration/personalization phase of the workstation: different types of vertical adjustment mechanisms with associated friction, visual, acoustic and/or haptic feedback to guide upward or downward the vertical movement and to signal the achievement of the correct position etc.

Similarly, through VP it would be possible to evaluate and validate alternative design solutions with reference to the usage/operation phase. Possible examples may include for example equipping the workstation with auxiliary devices to rule the local lighting (intensity, orientation, colour), the heating/cooling, or to create a pleasant soundscape and -why not? -aromatic odour waves. Furthermore, multisensory stimuli could be possibly associated to the completion of individual tasks or work phases in order to provide feedback to the worker and underline the progress of his/her work.

Initial validation of concepts and features.

The concepts developed and the design features preliminary identified ground on the assumptions that making workplace more attractive is becoming a priority for industrial enterprises and that theories and techniques can be derived from the design of consumers' goods and applied in manufacturing environments in order to improve the user experience of the operators. Before going further in the development of these notions, it is therefore important to start a validation process with the relevant stakeholders. In the case of the of the train manufactures, three main roles were identified to this purpose: the Engineer in charge of the design, the Production Manager and the Operator. For each role, a representative, all involved in the design or management or operations of vertical mock-up, with more than five years experience in the role were selected to be confronted with a set of questions aiming at understanding the alignment of the goal of making the working experience more enjoyable with the objectives of their roles; the relevance of the identified concepts; the relative importance of the workplace lifecycle phases and of the multi-sensorial features; and finally, to what extent the results of the proposed approach are perceived as relevant in comparison with other possible interventions, such as social networks or smart devices to support the operators during their work.

Results. The orientation of the company, as perceived by the representatives of the different roles, seems to prioritize safety and ergonomics objectives overall; productivity, workers well being and flexibility appear to be important for all the roles, capital expenditure and operational expenditure only for the Production Manager, and work pleasantness important for the Operator, very important for the Production Manager and not important for the Engineer.

The human centric re-design is considered as more beneficial for the company and for the workers than the use of wearable equipment by the Engineer and Production Manager, but not at all by the Operator.

The importance of all the phases of the workplace lifecycle is equally important for the Production Manager, and for the Operator, but for the resetting, which is considered as not really important by the latter. The Engineer however has a clear ladder of decreasing significance from the initial phase of acquaintance, to the usage, to the configuration and finally to the resetting.

The appreciation of the multi-sensorial features proposed appears to favour the Lightening and HVAC personalization. Sound design appears to be considered important only by the Engineer, while the tactile features are disregarded. The evaluation of the Operator in particular sharply distinguishes between these two characteristics as very important and the others as not important at all. Finally, the Human centric re-design of the workplace as a whole is considered more important than the availability of smart devices. However, the Operator would rather prefer the availability of social networks.

Overall these results appear to confirm the relevance of the human-centric re-design of the workplace, and of some multi-sensorial features. However, there is no clear indication about the significance of the different phases of the lifecycle and for sound and tactile design features, as shortly described.

Conclusions

The design of Human-Centric Manufacturing Workplaces may potentially benefit from the lesson learnt in the design of consumers' goods. In principle, the traditional perspective on the design of industrial goods might be extended to create attractive workplaces. A preliminary attempt to apply this comprehensive perspective to the application case of a vertical mock up wiring workstation for a train manufacturer seems to lead to interesting, unexplored possibilities. The preliminary results supports only the relevance of the matter and do not provide indications or confirm that enhancing the design methods with lifecycle consideration and tactile and sound characteristics is valuable. However these preliminary results suffer from the limitation of using short verbal descriptions to propose the different design alternatives to the stakeholders. An avenue for future research could stem from the use of VP to better capturing the feedback of the operators and other actors in the interaction with alternative design options, as suggested by the VP literature.


Rodrigo Carlo Toloi
email: rodrigo.toloi@roo.ifmt.edu.br

João Gilberto Mendes Dos Reis

Oduvaldo Vendrametto

Sivanilza Teixeira Machado

Valdir Morales

Effects of the Logistics in the Volume of Soybean by Export Corridor of Mato Grosso

Keywords: Transportation Cost, Soybean Exportation, Multi-linear Regression Model, SPSS, Brazil

Brazil is one of the biggest producer and exporter of soybean. Its production is basically divided among six main players which Mato Grosso alone responds for 29,3% of total production of the country. The aim of this paper is to investigate the relation between logistics factors and the volume of soybean transported by corridors of exportation. To this end, we develop a multi-linear regression model and tested using data of Mato Grosso state. The results show that low transportation costs per ton, port capacity and increase soybean volume in the corridor of exportation.

Introduction

Brazil is responsible for approximately 40% of the world soybean production [1]. Its production is divided into six main states: Mato Grosso (29,3%), Paraná (18%), Rio Grande do Sul (15,4%), Goiás [START_REF] Asadi | On the Development of Multi-Linear Regression Analysis to Assess Energy Consumption in the Early Stages of Building Design[END_REF][START_REF]Projections of Agribusiness: Brazil 2014/15 to 2024/25: Long Term Projections. MAPA[END_REF], Mato Grosso do Sul (7,4%), and Bahia (4,5%). Mato Grosso is located in the midwest region and it is responsible itself for 27,87 millions of tons of soybean grain [START_REF]Projections of Agribusiness: Brazil 2014/15 to 2024/25: Long Term Projections. MAPA[END_REF]. However, despite the excellent productivity of the State and the huge market for Brazil's soybean, the logistics can be considered a challenge for whole supply chain due to their costs. [START_REF] Bustos | Capital Allocation Across Sectors: Evidence from Boom in Agriculture[END_REF].

The country has demonstrated logistical shortcomings in its handling of soybean trade, marketing fragility to ensure the efficiency of this export system [START_REF] Reis | A Deterministic Mathematical Model to Support Temporal and Spatial Decisions of the Soybean Supply Chain[END_REF]. Brazil's infrastructure is creaking under the country's rapid economic growth, presenting difficulties for importers and exporters [START_REF] Pearson | Infrastructure: Poor Logistics Present a Problem for Partnership[END_REF]. Transport soybeans overland in Brazil may be up to three times more expensive than in the United States [START_REF] Pearson | Infrastructure: Poor Logistics Present a Problem for Partnership[END_REF][START_REF] Salin | Soybean transportation guide: Brazil 2014[END_REF].

Soybean is a commodity and has its price established internationally, therefore, the producers don't have its price control. Thus, to become competitive, the soybean supply chains needs to be capable of manage effectively the move costs [START_REF] Gonçalves | Analysis of the Difference Between the Euclidean Distance and the Actual Road Distance in Brazil[END_REF].

In this context, the aim of this paper is to investigate how logistics factors such as time travel, transportation costs, and port capacity can influence in the volume of soybean exportations by route. To this end, a multi-linear regression was performed using exportation data and costs of the Mato Grosso state.

The paper is organized as follows. After this Introduction, the section two shows the methodology, section three the results, section four the discussion, and finally section five the main conclusions of the work.

Methodology

To understand the influence of the logistics in soybean exportations, we choose Mato Grosso state in Brazil for three reasons: (i) Brazil is top three in production and exportation of soybean; (ii) Mato Grosso state is the major producer and exporter of the country; (iii) The large availability of data to conduct the study.

Mato Grosso export soybean for the follow ports: Aracaju (Sergipe), Bacarena (Pará), Ilhéus (Bahia), Imbituba (Santa Catarina), Manaus(Amazon), Paranaguá (Paraná), Rio Grande (Rio Grande do Sul), Salvador (Bahia), Santarém (Pará), Santos (São Paulo), São Francisco do Sul (Santa Catarina), São Luiz(Maranhão), and Vitória (Espirito Santo). In a previous study, we could analyse the volume to route and use to operational research to propose improvements in soybean exportation corridors of Mato Grosso state [START_REF] Toloi | How to Improve the Logistics Issues During Crop Soybean in Mato Grosso State Brazil?[END_REF]. Now, we are trying to comprehend why these current routes are used to move Mato Grosso soybean to exportation.

In this analysis, we opted to use logistics factors related to soybean movement in the transport corridors of Mato Grosso. Therefore, we choose transportation costs per ton, transportation costs by total volume, port capacity to move soybean, and time travel.

This is an exploratory study and by now we used some variables with data available. However, we believe that does not affect the final conclusions because is a preliminary study and other kinds of variables will be used in the future such as modal of transportations available, storage systems, road quality and so on.

To test the hypothesis that the logistics have effect in the volume of soybean per route in Mato Grosso, we used the multi-linear regression analysis [START_REF] Asadi | On the Development of Multi-Linear Regression Analysis to Assess Energy Consumption in the Early Stages of Building Design[END_REF]. The model was created considering the variables showed in the Eq.(1).

X ijt = α + β 1 T T ij + β 2 CU T ij + β 3 CAP j + β 4 CT T ijt (1)
Where, -X ijt is the dependent variable that represents volume of soybean transported between Mato Grosso (i) and a specific port (j) per year (t) between 2005 and 2015; -T T ij is the independent variable that corresponds to time travel between Mato Grosso (i) and specific Brazilian port among the indicate above (j); -CU T ij is the independent variable that corresponds to cost of transport per ton in Brazilian monetary;

-CAP j is the independent variable that corresponds to port capacity; -CT T ijt is the independent variable that corresponds to the total cost of transportation to move soybean grain between Mato Grosso (i) and a specific port (j) in a year (t).

Sample

The sample considered in this study were 129 movements of soybean grains between Mato Grosso state and its main ports of exportation during the period from 2005 to 2015.

In our study, we exclude 57 moves because of volume was under 5.000 tons. However, the other 72 transactions corresponding to 99,98% of soybean volume. The source of data can be seen in Table 1

Regression Analysis

The regression analysis it is a statistic technique to model and investigate the relation between some variables. One of the regression analysis is to establish a relation that allows predicting one or more variables in terms of others. The study data were processed using the IBM R SPSS R version 22 Software. The SPSS -Statistical Package for the Social Science is a statistic and data software that analyze and offer advanced techniques easily and intuitively to help and get a better efficiency minimizing the risks concerned to statistic and handling from the data.

Results

In order to verify the relation between the variables studied we start summarizing the descriptive statistics (Table 2). In relation to the transport time (TT), they have spent an average to the transport of soybean, 30,02 h [START_REF] Gonçalves | Analysis of the Difference Between the Euclidean Distance and the Actual Road Distance in Brazil[END_REF]. The transport cost per ton (CUT), was defined a medium amount of US$ 69.30 per ton. As the transport time as well as the transport costs per ton can be considered high when compared with the main Brazilian competitor which is the United States that has a cost over 43% less on internal transport and three days less in travel time [START_REF] Salin | Soybean transportation guide: Brazil 2014[END_REF] and [START_REF] Reis | Avaliação das Estratégias de Comercialização do Milho em MS Aplicando o Analytic Hierarchy Process (AHP)[END_REF].

The port capacity showed a striking difference between the minimum values (9.754 ton) and a maximum of (384.583 ton.). It may indicate that there is filler concentration in some ports. The port capacity (CAP) was 197.168 ton. The variable cost total transport (CTT) it has a standard deviation cost of US$ 147.53 million with a media value of US$ 222.03 million, that confirms that the value movement transport in different volumes between ports. Santos and Paranguá ports are responsible together for to transport 45,3% of Brazil's soybean exportation and 66,22% of Mato Grosso soybean [11].

The variables were inserted in the multi-linear regression model using the Stepwise method, to verify which variables could be considered important. The importance of all variables to the Study Model it is resumed on Table 3. Observing the significance, it is shown that the volume of soybean transported per route can be explained by the behavior of the variables, Transport Cost per ton and Port Capacity (p <0,05). We conclude that the initial model can be adjusted Eq. [START_REF]Projections of Agribusiness: Brazil 2014/15 to 2024/25: Long Term Projections. MAPA[END_REF].

X ijt = α -β 1 CU T ij + β 2 CAP j + β 3 CT T ijt (2)
That replaces the coefficient values has the following relation (Eq. 3).

X ijt = 708, 302.9 -832.30CU T + 0.468CAP + 0.004CT T

The independent variables CAP and CTT show a positive coefficient, in other words, they influence positively the transport volume. When the capacity of port increase, it can provokes effect in load flow in the route. However, the CTT presented low influence (0.004), therefore, is not possible conclude its effect in corridor use. Note that has a higher difference between volume per route and this may affect the result (Table 2).

The most important independent variable in our study was CUT. This variable confirms the operational practice from routes with major load volume, where the low price of transportation per ton increase volume (negative signal).

However, it is important to realize that the inverse may occur, where the high volume reduce the freight prices, but this situation needs to confirm statistically in further studies.

The validation of this model and their results can be estimated based on values measure R, that can be visualized on Table 4. Note that R represented the positive value 0,999, thus, the adjustment got close to 1, therefore, the difference is justify throug the estimated mistake. In this dependente model the transport and all the variables, independent it was the transport total cost, unitary transport cost, unitary total transport cost, unitary total transport cost from the Port. The proposed R model explains the dependent variables volume (ton) around 99,9% from all the cases as shown the value R 2 (0,999). Lastly, to observe if the equation is right (2), Figure 1 describes the relation between independent and dependente as the linear multilinear regression model.

Note that R represented the positive value 0,999. The proposed R model explains the dependent variables volume (ton) around 99,9% from all the cases as shown the value R 2 (0,999). Lastly, to observe that equation 2 can be confirmed [START_REF]Projections of Agribusiness: Brazil 2014/15 to 2024/25: Long Term Projections. MAPA[END_REF].

Figure 1 describes the relation between independent and dependent in the multi-linear regression model. intensively. It raises a bottleneck in loading and unloading and retention value. Thus, can be defined as bottlenecks and less availability to storage [START_REF]Instituto Mato-grossense de Economia Agropecuária: Entendendo o Mercado da Soja[END_REF]. Besides a great traffic such as on the ground and in the sea: truck rows that stay in ports to upload and the time that the big ships. The results of this problem are long rows, delays, shipments, and losses. The demand is about 30% major than the offer. The greatest demand should the rent ships increase, which increase the freight costs [START_REF] Pontes | Problemas Logísticos na Exportação Brasileira da Soja em Grão[END_REF]. Lastly, The Brazilian Port system floodgate two realities: the private terminal and the public dock.

The private terminal has gains of productiveness, consequently in a better management, which made possible make equipment modernization and movimentation process from the loads. The situation on the public dock is really the opposite with obsolecence and bad use of facilities and equipment, which commits the competitiveness in the soybean chain [START_REF] Filardo | A Logística da Exportação de Soja do Estado de Mato Grosso para o Porto de Santos[END_REF].

Conclusions

The soybean is responsible for a large movement and foreign exchange for the country. However, as soybean is low value added product is necessary to optimize process and reduce costs. Considering that the growth of the soybean culture is migrating into the country is essential improved logistics infrastructure, given that the distance between the growers and ports can exceed easily two thousand kilometers.

This study used a multi-linear regression model to analyze the behavior soybean volume in relation to logistics variables. We could confirm that low transportation costs and port capacity can increase of soybean volume by route and vice versa.

Fig. 1 .

 1 Fig. 1. Scatter Chart

Table 1 .

 1 Data Source

	Data		Source
	Volume of transportation between Mato	Aliceweb	(Brazilian	Government
	Grosso state and Brazilian ports during	Information	System	of	trades)
	2005-2015 period (Xijt)	http://aliceweb.desenvolvimento.gov.br/
	Time Travel between Mato Grosso and Brazilian ports (TT)	Mapeia (the site for calculation of distances and time spent on routes) http://www.mapeia.com.br
	Unit Cost Transportation in Brazilian reais per ton between Mato Grosso state and Brazilian ports (CUT)	Research applied with logistic carriers in city Rondonopolis, MT Brazil.
	Port capacity in ton for soybean grain (CAPj)	Aliceweb Information http://aliceweb.desenvolvimento.gov.br/ (Brazilian Government System of trades)
	Cost total of transport between Mato Grosso and Brazilian ports (CTTijt)	Volume versus CUTij

Table 2 .

 2 Descriptive statistics.

	V	N Minimum Maximum	Average Std. Dev.
	TT 72	26.01 h	34.03 h	30.02 h	2.67 h
	CUT 72 $ 61.58 ton $ 77.03 ton $ 69.30 ton	$ 5.15 ton
	X	72 9,681 ton 7,199,622 ton 3,599,815 ton 2,399,871 ton
	CAP 72 9,754 ton 384,583 ton 197,168 ton 124,943 ton
	CTT 72	$ 0.74*	$ 443.32*	$ 222.03*	$ 147.53*
		*million dollars

Table 3 .

 3 Model Result

	Model	Estimate Std Error t	Sig.
	(Constant)	708,302.90 135,509.440 5.23 0,000
	CTT	0.004	0.000 88.71 0.000
	CTU (US$/metric ton)	832.30	139.20 -5.98 0.000
	CAP	0.468	0.170 2.83 0.006
	a. Variable Dependent: Volume (metric ton)

Table 4 .

 4 Model Summary

	Model R R Square Adj. R Square Std. Error Durbin-Watson
	1	0,999a	0,999	0,999	65.939,23	0,448
	a.Predictors: (Constant), Total Cost of Transportation, Transport Unit
	Cost (US/ton), Port Capacity.
	b.Dependent Variable: Volume (ton).


Indira A Rodriguez

Aline Garcia

Suelen C F Morais

Jorge Muniz

Timothy P Munyon
email: tmunyon@utk.edu

Workers' Perspective About Organizational Climate in Knowledge Management: Automotive Assembly-line Case

Keywords: Organization climate, Knowledge management, Shop floor workers

The purpose of this paper is to analyze the relation between Organizational Climate and Knowledge Management in the shop floor. The study is conducted in an auto part plant inserted in a Truck Factory with 7 partners. 44 blue collar workers were interviewed. The results show a relationship between Organizational Climate and Knowledge Management in the automotive sector, evidenced by the significant correlations between the variables analyzed. The unemployment situation can negatively influence the climate of organizations. The positive social interaction can preserve knowledge sharing even when there are weaknesses in the organizational climate. Future research can compare the results of this study with another sample in the same environment in stable employment situation. Other research may replicate this study with a larger number of participants.

Introduction

This paper, analyses the relation between Organizational Climate and Knowledge Management in the industry shop floor. The Organizational Climate (OC) is the way in which members of the organization perceive or characterize their working environment [START_REF] Bamel | Organizational Climate and Managerial Effectiveness: An Indian Perspective[END_REF]. OC encompasses the organizational structure and processes, interpersonal relationship, management compensation, employee behavior, performance expectations and growth opportunities. It is the result of interaction among the organizational components: structure, systems, culture, leader behavior, and the psychological needs of workers.

Organizational Climate refers to common practices, shared ideas and value systems that an organization follows [START_REF] Janz | Knowledge Worker Team Effectiveness: The Role of Autonomy, Interdependence, Team Development, and Contextual Support Variables[END_REF]. For members of the organization, climate takes the form of a set of attributes and expectations that describe the general pattern of organizational activities [START_REF] Jaw | Promoting Organizational Learning and Self-renewal in Taiwanese Companies: The Role of HRM[END_REF] playing a key role in shaping employees, behaviors and influences their perception of Knowledge Management -KM [START_REF] Chen | The Effects of Environment, Knowledge Attribute, Organizational Climate, and Firm Characteristics on Knowledge Sourcing Decisions[END_REF].

The study of OC is multidisciplinary and encompasses criteria that are related to the KM, but studies indicate lack of consensus on evaluating this influence [START_REF] Chen | Knowledge Management and Innovativeness: The Role of Organizational Climate and Structure[END_REF][START_REF] Chen | How Organizational Climate and Structure Affect Knowledge Management-The Social Interaction Perspective[END_REF][START_REF] Lin | Effects of Socio-technical Factors on Organizational Intention to Encourage Knowledge Sharing[END_REF][START_REF] Chen | Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of KMS Quality, KMS Self-efficacy, and Organizational Climate[END_REF][START_REF] Chatzoglou | Knowledge-sharing behaviour of bank employees in Greece[END_REF][START_REF] Llopis | Understanding The Climate: Knowledge Sharing Relation: The Moderating Roles of Intrinsic Motivation and Job Autonomy[END_REF][START_REF] Radaelli | Intellectual Capital and Knowledge Sharing: The Mediating Role of Organisational Knowledge-sharing Climate[END_REF]. Highlighted the importance of provoking beliefs, commitments, situations and appropriate interactions in organizations, elements connected with the OC, and to provide the information that is converted into knowledge and can move by organizations, positively influencing judgments, behaviors and attitudes [START_REF] Nonaka | Criação de Conhecimento na Empresa: Como as Empresas Japonesas Geram a Dinâmica da novação[END_REF].

The KM is the systematic, formal and deliberate acting in order to capture, preserve, share, and (re) use the tacit and explicit knowledge, created and used by persons during routine tasks and improvement of production processes in order to generate results measurable for the organization and for the people [START_REF] Muniz | Um Enunciado Definitivo para o Conceito de Gestão do Conhecimento: Necessidade para o Avanço da Ciência e para a Aplicação Eficaz[END_REF]. The theme relevance is related to its impact on the organization's performance improvements. KM benefits focusing on organizational problems solving, which will connect KM with the company's performance and demonstrate financial impacts and non-financial [START_REF] Agarwal | Knowledge Retention and Transfer: How Libraries Manage Employees Leaving and Joining[END_REF][START_REF] Massingham | An Evaluation of Knowledge Management Tools: Part 1 -Managing Knowledge Resources[END_REF].

Competitive advantage for organizations is relating the continuously innovative environment in its internal processes, procedures and resources [START_REF] Merrifield | Changing Nature of Competitive Advantage[END_REF]. Enterprises can encourage employees to collaboration, information exchange, open communication, and to explore non-routine alternatives through formulation of innovative climate [START_REF] Rees | Lean Thinking in New Zealand Emergency Departments[END_REF]. Cooperation among individuals plays a critical role on development interesting and innovative ideas occur [START_REF] Jaw | Promoting Organizational Learning and Self-renewal in Taiwanese Companies: The Role of HRM[END_REF].

Research indicates the importance of creating a favorable psychological environment within the company as the facilitator of knowledge sharing in sectors as banking [START_REF] Chatzoglou | Knowledge-sharing behaviour of bank employees in Greece[END_REF], educational, hospital [START_REF] Rees | Lean Thinking in New Zealand Emergency Departments[END_REF], steel making, computer and telecommunications. The research results discussion are grouped in (a) positive impact raised by the OC in KM, (b) negative impact of unfavorable OC in KM and (3) best practices of Organizational Climate to favor the Knowledge Management.

Moreover, literature analyzed shows a consensus to point out that the favorable OC can promote benefits of the KM as higher degree of sharing and application of knowledge through social interaction and favorable cooperation, open communication, socialization among employees, coordination behavior, increased confidence and integration with work [START_REF] Chen | How Organizational Climate and Structure Affect Knowledge Management-The Social Interaction Perspective[END_REF][START_REF] Lin | Effects of Socio-technical Factors on Organizational Intention to Encourage Knowledge Sharing[END_REF][START_REF] Chen | Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of KMS Quality, KMS Self-efficacy, and Organizational Climate[END_REF][START_REF] Chatzoglou | Knowledge-sharing behaviour of bank employees in Greece[END_REF].

There is a necessity to create a OC to support organization members to develop a positive attitude towards the work, followed by subjective norms, extrinsic motivation [START_REF] Chatzoglou | Knowledge-sharing behaviour of bank employees in Greece[END_REF][START_REF] Llopis | Understanding The Climate: Knowledge Sharing Relation: The Moderating Roles of Intrinsic Motivation and Job Autonomy[END_REF], promoting an open climate that encourages risk-taking, trust and open interaction, collecting and describing individual knowledge, intellectual capital and organizing your organization's information [START_REF] Radaelli | Intellectual Capital and Knowledge Sharing: The Mediating Role of Organisational Knowledge-sharing Climate[END_REF]. Innovative organizations need a OC that stimulates an open mind, committed and involved relationships of trust and mutual support [START_REF] Chen | How Organizational Climate and Structure Affect Knowledge Management-The Social Interaction Perspective[END_REF], to develop new ideas and respond to new opportunities, must involve a cultural change, by dedicating time of transformation of knowledge into innovation activities, providing reinforced KM levels [START_REF] Chen | Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of KMS Quality, KMS Self-efficacy, and Organizational Climate[END_REF].

Examples are the positive impact and in turn best practices of organizational climate to favor the knowledge management, but Organizations with a lot of formalization and centralization hinder integration among members of the organization and social interaction which ends up promoting the organizational climate barriers that compromise the good performance of knowledge management levels [START_REF] Chen | Knowledge Management and Innovativeness: The Role of Organizational Climate and Structure[END_REF].

New information technologies and innovation also have a cause-effect relationship between organizational climate and knowledge management. The use of information can help the application of knowledge management technology, so it should prevail a grip of climate to the system, which must be practical and dynamic, otherwise the positive impact can be reversed and seen as an obstacle in organizations [START_REF] Chen | Knowledge Management and Innovativeness: The Role of Organizational Climate and Structure[END_REF].

Method

The research is a quali-quanti study conducted in one assembly line working in Modular Consortium [START_REF] Pires | Gestão da Cadeia de Suprimentos e o Modelo de Consórcio Modular[END_REF]. The Modular Consortium is designed as a radical case of outsourcing among an automaker and the small number of direct suppliers, in which: suppliers assume that the pre-assembly of the module is under its responsibility and its subsequent mounting is directly on the production line for the assembly plant, investments in equipments and tools and supply chain the management module; the assembler provides the plant and the final assembly line to execute the coordination of the same and the final test of vehicles [START_REF] Pires | Gestão da Cadeia de Suprimentos e o Modelo de Consórcio Modular[END_REF].

Literature Review is based on Web of Science and Scopus, using descriptors "organizational climate" and "Knowledge Management".

The research instrument use Likert scale (5 points). the analysis of results were performed using SPSS version 21.0. 44 blue collar workers were interviewed. The participants were of the male sex with average experience time in 9 years industry with standard deviation 4.49 and the average time in the company of 7.64, standard deviation of 4.19. All participants were immersed in the production process and distributed as follows: assembly (n = 20), brake systems (pipe) (n = 7), manufacturing (n = 7), quality inspectors (n = 2), others (n = 8).

Results and Discussion

The descriptive analysis of the variables (Table 1) showed that the organization are conspicuous personal interests above the collective and organizational interests (OC1, OC2, OC4), there is a widespread perception in the sample of the company's workers that spent time cajoling theirs superiors (OC3). The majority of the sample preferred not to comment about the OC5 item concerns -Some co-workers try to manipulate the groups which they belong, the most frequent response of the participants was: neutral. Participants agree to point out that within the organization people speak ill of the other to be well valued (OC6).

Respect to Knowledge Management, participants indicated that seek talking to people who help them with their work problems (KM1), or to keep them updated with important information about the organization (KM2). The use of e-mail in this sample is not a tool for the sharing of knowledge, 43.2% declined to comment on this item (KM3), expressing neutrality and 21.5% fully disagreed.

Most also expressed agreement to point out that there is sharing environmental knowledge within the organization (KM4; KM5; KM6; KM7).

The correlation analysis (Table 2) assesses the relationship among the variables related to Organizational Climate and Knowledge Management in the working environment of the organization and relevant results were found and are set out in the Table 2. Significant correlations were shown between the questions studying the Organizational Climate (p <0.001) and it was similarly as looking to the interior of the questions concerning the Knowledge Management (0.01<p<0.05), but the level of significance was less strong when compared with the organizational climate.

The KM2 item relating to the use of personal conversation to keep others updated with important information about the organization, showed significant correlation with all the Organizational Climate questions. KM3 and KM7 items of Knowledge Management have not shown correlations with any item on the organizational climate

The participants have the general view of the existence of an unfavorable organizational climate, OC seen as the way in which members of the organization perceive or characterize their working environment [START_REF] Bamel | Organizational Climate and Managerial Effectiveness: An Indian Perspective[END_REF]. This can be explained by the availability situation experienced in the organization prior to the questionnaire, in which were sent away a group of workers, according [START_REF] Zamberlan | Influência do Desemprego no Clima Organizacional: Um Estudo de Caso nas Concessionárias de Automóveis de Santa Maria-RS[END_REF], the unemployment situation ends up influencing the climate of organizations because of the constant need to meet targets, to be updated, be versatile, teamwork, form great pressure on employees who feel powerless against this context. Knowledge Management showed a significant relationship to the organizational climate, but the KM doesn't show the weaknesses observed in the OC. One explanation could be that the unemployment situation is recent and may the Organizational Climate has not influenced negatively on the development of knowledge tab. Another explanation may be given by the fact that, despite the employees of the view that colleagues interpose personal interests above the collective and organizational interests, there is still a good communication among them and the prevailing social interaction; as point out by [START_REF] Chen | How Organizational Climate and Structure Affect Knowledge Management-The Social Interaction Perspective[END_REF]. Positive social interaction results in a higher degree of knowledge sharing and knowledge application, being a mediator in the relationship between organizational structure and Knowledge Management.

However, it was found the correlation between Organizational Climate and Knowledge Management in the plant researched, evidenced by the significant correlations among variables in the analysis, the results are consistent with research in banking [START_REF] Chatzoglou | Knowledge-sharing behaviour of bank employees in Greece[END_REF], educational, hospital [START_REF] Rees | Lean Thinking in New Zealand Emergency Departments[END_REF], among others.

Conclusions

Through theoretical research and the collection of field data, which were treated with descriptive statistics, we could come to some considerations about the relationship between Organizational Climate and Knowledge Management and the existing process influences among these variables in environment workers in the researched automotive industry. The results show a relationship between Organizational Climate and Knowledge Management in the automotive sector, evidenced by the significant correlations between the variables analyzed. The unemployment situation can negatively influence the climate of organizations. Participants agree to point that in the organization: personal interests are above the collective and organizational interests and people speak ill of the other to be well valued. Respect to Knowledge Management, participants indicated that seek talking to people and help them with their work problems or keep them updated with important information about the organization. The above suggests that positive social interaction can preserve knowledge sharing, even when there are deficiencies in the organizational climate. Future studies can compare the results of this study with another sample in the same environment in the stable employment situation. Other research may replicate this study with a larger number of participants.

Table 1 .

 1 Descriptive data evaluating the responses of participants for each variable.

				Mean (SD) Strongy Agree Neutral Disagree Fully Agree Disagree
				Moda	%	%	%	%	%
	There is a lot of self-serving be-havior going	4.09 (1.14) 5 45.5	34.1	9.1	9.1	0
	on here. (OC1)
	People do what's best for them, not what's best	3.55 (1.19) 4 20.5	40.9 18.2	15.9	2.3
	for the organization. (OC2)
	People spend too much time ca-joling to those	3.73 (1.23) 4 29.5	36.4 20.5	6.8	4.5
	who can help them. (OC3)
	People work behind the scenes to make things	3.48 (1.17) 4 18.2	36.4 29.5	9.1	4.5
	for themselves (OC4)
	Many employees are trying to maneuver their	3.11 (1.15) 3 13.6	20.5 36.4	25.0	2.3
	way into the in group. (OC5)
	People speak ill of the other to be well	3.68 (1.12) 4 22.7	40.9 25.0	6.8	2.3
	valued.(OC6)
	I talk to the others seeking help them with their	3.30 (1.19) 4 13.6	34.1 31.8	11.4	6.8
	work problems (KM1)
	I use personal conversation to
	keep others			3.52 (1.11) 4 15.9	43.2 25.0	11.4	2.3
	updated with information I have
	about the
	organization (KM2)
	I use email to communicate and help colleagues	2.59 (1.11) 3	0	19.5 43.2	13.6	21.5
	with problems work (KM3)
	I share my experiences so others can improve	4.11 (0.92) 4 34.1	50.0 13.6	0	0
	their own work (KM4)
	My co-workers share their knowledge and	3.64 (1.04) 4 15.9	50.0 20.5	11.4	0
	experiences	while	working
	(KM5)
	Most people in my organization are willing to	3.80 (1.15) 4 25.0	47.7 18.2	4.5	0
	share what they know (KM6)
	My co-workers volunteer shar-
	ing their			3.75 (1.01) 4 20.5	47.7 22.7	6.8	0
	knowledge and experiences even
	without being
	asked (KM7).

Table 2 .

 2 Analysis of correlations among variables Organizational Climate and Knowl-P 0.19 0.32 0.23 0.51 0.14 0.12 0.002 0.01 0.55 0.00 0.00 0.00 Legend: r: correlation coefficient of Pearson, p: significance. The correlation is significant at the 0.05 significance level.

	edge Management
			OC1 OC2 OC3 OC4 OC5 OC6 KM1 KM2 KM3 KM4 KM5 KM6 KM7
		r		0.72* 0.84* 0.70* 0.60* 0.76* 0.13 0.46* 0.09 0.43* 0.21 0.26 0.20
	OC1	P	1	0.00 0.00 0.00 0.00 0.00 0.45 0.00 0.58 0.003 0.18 0.09 0.19
		r 0.72*		0.74* 0.71* 0.64* 0.73* 0.23 0.31* 0.03 0.41* 0.11 0.17 0.15
	OC2	p 0.00	1	0.00 0.00 0.00 0.00 0.07 0.04 0.84 0.01 0.49 0.28 0.32
		r 0.84* 0.74*	0.77* 0.68* 0.77* 0.25 0.42* 0.02 0.42* 0.23 0.17 0.19
	OC3	P 0.00 0.00	1	0.00 0.00 0.00 0.11 0.01 0.90 0.01 0.13 0.26 0.23
		r 0.70* 0.71* 0.77*	0.74* 0.76* 0.33* 0.56* 0.12 0.40* 0.19 0.14 0.10
	OC4	p 0.00 0.00 0.00	1	0.00 0.00 0.03 0.00 0.44 0.01 0.23 0.36 0.51
		r 0.60* 0.64* 0.68* 0.7*	0.72* 0.32* 0.57* 0.07 0.45* 0.15 0.27 0.23
	OC5	P 0.00 0.00 0.00 0.00	1	0.00 0.04 0.00 0.63 0.00 0.32 0.08 0.14
		r 0.76* 0.73* 0.77* 0.76* 0.72*	0.28 0.53* 0.04 0.51* 0.34* 0.36* 0.24
	OC6	P 0.00 0.00 0.00 0.00 0.00	1	0.06 0.00 0.78 0.00 0.02 0.02 0.12
		r 0.12 0.28 0.25 0.33* 0.32* 0.28	0.65* 0.45* 0.44* 0.62* 0.52* 0.45*
	KM1 P 0.45 0.07 0.11 0.03 0.04 0.06	1	0.00 0.002 0.003 0.00 0.00 0.002
		r 0.46* 0.31* 0.42* 0.56* 0.57* 0.53* 0.65*	0.37* 0.58* 0.51* 0.52* 0.41*
	KM2 P 0.00 0.04 0.01 0.00 0.00 0.00 0.00	1	0.01 0.00 0.00 0.00 0.01
		r 0.09 0.03 0.02 0.12 0.07 0.04 0.46* 0.37*	0.02 0.25 0.15 0.09
	KM3 P 0.58 0.84 0.90 0.44 0.63 0.78 0.002 0.01	1	0.88 0.10 0.33 0.55
		r 0.43* 0.41* 0.42* 0.40* 0.45* 0.51* 0.44* 0.58* 0.02	0.56* 0.53* 0.65*
	KM4 P 0.00 0.01 0.01 0.01 0.00 0.00 0.003 0.00 0.88	1	0.00 0.00 0.00
		r 0.21 0.11 0.23 0.19 0.15 0.34* 0.62* 0.51* 0.25 0.56*	0.56* 0.73*
	KM5 P 0.18 0.49 0.13 0.23 0.32 0.02 0.00 0.00 0.10 0.00	1	0.00 0.00
		r 0.26 0.17 0.17 0.14 0.27 0.36* 0.52* 0.52* 0.15 0.53* 0.56*	0.59*
	KM6 P 0.09 0.28 0.26 0.36 0.08 0.02 0.00 0.00 0.33 0.00 0.00	1	0.00
		r 0.20 0.15 0.19 0.10 0.23 0.24 0.45* 0.41* 0.09 0.65* 0.73* 0.59*
	KM7			1

*


Bella B Nujen
email: bella.b.nujen@himolde.no

Rickard Damm

The Need for Knowledge Management when Backsourcing is Embraced

Keywords: Knowledge Management, Manufacturing, Backsourcing, Backshoring

This paper focuses on a relatively new sourcing strategy referred to as backsourcing, where we emphasize the importance of knowledge reintegration and how it can be managed. Our reference for this approach is built upon Knowledge Management theory and contribution from different academics that have discussed and highlighted the reversal of global manufacturing strategies. This is illustrated through an interview study with three members within the maritime industry at a high-cost location, which have already embraced a backsourcing strategy, or are preparing to embark on one. Findings in this paper contribute toward providing strategic choices that should be considered when reintegrating globally fragmented knowledge.

Introduction

The reversal of global outsourcing strategies through e.g. backsourcing or backshoring has led to the rethinking of core competence within businesses and has highlighted the importance of how to retain or revive knowledge platforms within manufacturing sectors [START_REF] Nujen | Backsourcing and Knowledge Reintegration: A Case Study[END_REF]. Earlier, work within manufacturing was usually assumed to consist of simpler assembly work. However, much of the work conducted within manufacturing consists of complex work sequences which require hands-on knowledge which sometimes, because of its tacitness and contextual embeddedness, does not lend itself to be easily articulated or codified. Hence, according to knowledge-and innovation theories these types of dimensions and capabilities are of fundamental importance since they underpin the further development of extant and new knowledge which are crucial elements for innovation to occur [START_REF] March | Exploration and Exploitation in Organizational Learning[END_REF][START_REF] Nonaka | The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation[END_REF]. According to [START_REF] Henriksen | Measuring the Intangible Aspects of the Manufacturing Strategy-A Case Study from the Automotive Industry[END_REF] manufacturing strategies should not be restricted to, ". . . only cover quantifiable aspects such as how much-, how-and where-to produce. Stakeholder's relations, knowledge and innovativeness, and organiza-tional culture are examples of intangible aspects that are increasingly important in manufactur-ing strategies" (p.1) [START_REF] Henriksen | Measuring the Intangible Aspects of the Manufacturing Strategy-A Case Study from the Automotive Industry[END_REF]. The current discussion indicates that businesses of today have to manage their work within manufacturing differently and apply it beyond traditional logistics measurements. Hence, manufacturing organizations are no longer limited to assembling and improvements, instead they consist of more intangible resources and capabilities that are both contextual and individual bounded. A wider exploration of how to manage these capabilities might therefore be necessary in today's competitive environment. Especially since there is a shift towards a more advanced manufacturing industry which not only incorporates new technology but also needs to revive important knowledge within an organizations own boundaries. Empirical research shows that important knowledge especially of the tacit dimension is about to erode within different industries like e.g. the US auto industry discussed by [START_REF] Roos | Manufacturing in a High Cost Environment-basis for Success on the Firm Level[END_REF] and the Norwegian shipbuilding industry discussed by [START_REF] Nujen | Backsourcing and Knowledge Reintegration: A Case Study[END_REF] and co-authors. In theoretical and empirical terms, there is a need to combine the interest in Knowledge Management (KM) and development when re-evaluating capabilities in relation to a successful sourcing-and manufacturing strategy.

In this paper we focus on a relatively new sourcing strategy referred to as backsourcing, where we emphasize the importance of knowledge re-integration within manufacturing. Our reference for this approach is built upon KM theory and contribution from different academics that have discussed and highlighted the reversal of global sourcing strategies. This is illustrated through an interview study with three members within the maritime industry at a high-cost location which have already embraced a backsourcing strategy, or are preparing to embark on one. Data was collected through in-depth semi-structured individual interviews with seven leaders on strategic levels. All interviews, except for one, were conducted on site, recorded and later transcribed verbatim. Additional data was obtained from published company documents regarding their new choice of sourcing strategy.

The composition of the paper is as follows: First, we give a brief introduction to the field of reversed global sourcing strategies, concluding with the need of a greater use of KM principles. Chapter 2 highlights potential challenges which may come of re-transferring and re-integrating a once outsourced activity or competence. Chapter 3 gives a presentation of the case, which also represents the frame of reference for the discussion and conclusion in chapter 4.

Theoretical Background

The Reversal of Global Outsourcing Strategies

Global outsourcing, also referred to as offshoring, is part of the disaggregation of the value chain, and represents a critical interface between assets and geography where organizations try to achieve a competitive edge, by combining comparative advantages, usually at different low-cost locations with in-house resources [START_REF] Mudambi | Location, Control and Innovation in knowledge-intensive Industries[END_REF]. The leading arguments for the strategy is to understand which part of the operational setup that are not core, to enable other companies to create the organizational scale and leverage needed to run a specific production or service process. Thus, theory shows that cost considerations are highly emphasized in favor of core competence [START_REF] Ellram | Offshoring and Reshoring[END_REF]. According to [START_REF] Bals | From Offshoring to Rightshoring: Focus on the Backshoring Phenomenon[END_REF] and co-authors, we are now rethinking global outsourcing strategies, which has been the dominating choice of strategy within manufacturing for almost 50-years. Today, a growing attention is being paid to global contracting failures and increased labour costs at traditionally low-cost locations among manufacturing businesses, which has led to different choices of where and how to produce in addition to where to source from. Consequentially, organizations not only source in the direction from internal-to external environments, but also from external back to internal. The latter phenomenon can be seen as a trend of global outsourcing fade-out, or simply as a sign that outsourcing as part of a manufacturing strategy continues to be transformed adapted and developed in parallel with the inherent global environment.

Hence, as a consequence of the aforementioned issues, together with the increas-ingly knowledge intensive corporate climate, a new trend has emerged called backsourcing. Backsourcing can be defined as the process of recalling operations "back in-house" after they have been (globally) outsourced [START_REF] Bhagwatwar | Considerations for Information Systems "backsourcing[END_REF].

Others define it as the process of bringing once outsourced activities back into the organization, with the goal of rebuilding internal capabilities [START_REF] Lacity | Global Outsourcing of Back Office Services[END_REF]. The latter definition of the phenomenon describes backsourcing as a strategy and includes a perception of rebuilding which is a significant aspect to consider when one decides whether to bring back an activity (including personnel) or not, which is the definition this paper supports. Thus, this is only one of several relocation strategies which have emerged during the last decade or so.

Others are referred to in similar terms such as backshoring, reshoring, homesourcing, inshoring and nearshoring [START_REF] Ellram | Offshoring and Reshoring[END_REF][START_REF] Bhagwatwar | Considerations for Information Systems "backsourcing[END_REF][START_REF] Fratocchi | When Manufacturing Moves Back: Concepts and Questions[END_REF] which all include a recall of value creation processes back to the original manufacturing-location or to a neighboring country. What's interesting though is that these strategies have a greater emphasizes with regards to location aspects [START_REF] Bals | From Offshoring to Rightshoring: Focus on the Backshoring Phenomenon[END_REF] compared to the overall backsourcing strategy, where the activity that is being brought back, is more dependent on the ownership structures. This important feature of the backsourcing definition is worth noting, since there seems to be a confusion regarding the more traditional definition when activates are being performed in-house, referred to as insourcing. Here, one is usually buying-in external resources to work under in-house management, where the activity that is being bought has not previously been developed or owned by the buyer [START_REF] Lacity | Global Outsourcing of Back Office Services[END_REF] which is a significant difference from the backsourcing definition, but also from the above mentioned ones, since they all imply a re-integration of an activity or process, either back in-house, or relocated from a foreign location back to the home location or a neighboring one. Furthermore, the current discussion and academic field of reversed global outsourcing strategies, show that some of the circumstances fall under the heading of correcting prior (poor) decisions, whereas others fall under the course of responding to changes in the environment, technologies and competitiveness of the foreign and home location [START_REF] Ellram | Offshoring and Reshoring[END_REF].

However, despite the aforementioned research, there is still a conspicuous absence as far as substantial elaboration, regarding the knowledge re-integration process, especially in relation to the management part of it.

Incorporating Knowledge Management

Knowledge is a complex phenomenon with several different dimensions, where the most commonly referred is provided by [START_REF] Polanyi | The Tacit Dimension[END_REF] where he makes a distinction between a tacit and an explicit one. Tacit knowledge can be characterized as personal, abstract and difficult to communicate by verbal articulation, in contrast to explicit knowledge, which is codified knowledge, easy to communicate and transform since it in theory has a universal way of interpretation Furthermore, tacit knowledge is embedded in organizational structures through common knowledge platforms, culture, mind-sets and competences that are shared through interaction between members, which gives it a context specific dimension [START_REF] Nonaka | The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation[END_REF][START_REF] Polanyi | The Tacit Dimension[END_REF][START_REF] Lam | Tacit Knowledge, Organizational Learning and Societal Institutions: An Integrated Framework[END_REF].

When organizations are going global with their resources they are letting go of capabilities and skills, which involves transformation of embodied knowledge. After all, capabilities are to a large extent carried out, in one way or another, by the members of the organization using their individual competencies and skills involving the tacit knowledge dimension, which may cause potential problems of retention and accumulation within the organizational boundaries. As earlier mentioned, manufacturing work of today consists of more intangible resources and capabilities, which require hands-on tacit knowledge. Distinctive core capabilities, which usually are unique because of their tacitness, can be strengthened if the organization focuses on knowledge building [START_REF] Nonaka | The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation[END_REF][START_REF] Grant | Prospering in Dynamically-competitive Environments[END_REF]. However, to achieve this one needs to identify and nurture activities that are built upon extant knowledge. A change in the employee base and the related tacit knowledge might be lost as a result of outsourcing. Nevertheless, this does not mean that organizations are not acquiring knowledge at foreign location, they are, but global outsourcing disrupts and might hamper informal social networks, structures and processes that play a critical role in an organization's system of creating, integrating and sharing knowledge [START_REF] March | Exploration and Exploitation in Organizational Learning[END_REF][START_REF] Mudambi | Location, Control and Innovation in knowledge-intensive Industries[END_REF].

Knowledge challenges will however often differ between strategies, which imply that the enablers for a successful knowledge transfer also may differ. A redefinition of the importance of specific knowledge, which is necessary within the organizational context, is therefore crucial [START_REF] Bhagwatwar | Considerations for Information Systems "backsourcing[END_REF]. Re-integration and the reviving of potentially lost competence might therefore be more easily facilitated through relocation, either in-house, nearby or to a more controlled structure.

Hence, even though it may look like it, we are not proposing that backsourcing is the best or right solution for all manufacturing organizations. However, when choosing to embark on one or another reversal form of global sourcing strategy, businesses need to incorporate a KM perspective, especially when a product or activity has been modified or changed dramatically at the outsourced organization. The success of re-integrating an outsourced activity will to a large extent depend on the presence of an in-house organizational knowledge platform [START_REF] Nujen | Backsourcing and Knowledge Reintegration: A Case Study[END_REF] and the ability to capture and understand what types of knowledge that needs to be re-integrated, as well as making sure that the "right" knowledge dimension fits its organizational origin [START_REF] Bhagwatwar | Considerations for Information Systems "backsourcing[END_REF][START_REF] Lam | Tacit Knowledge, Organizational Learning and Societal Institutions: An Integrated Framework[END_REF][START_REF] Grant | Prospering in Dynamically-competitive Environments[END_REF]. Nevertheless, outsourcing operations are challenging and costly to reverse. For example, if the contract has not ended, and the firm chooses to backsource because of e.g. quality, trust or lead-time dissatisfaction, one should carefully consider possible termination penalties, duties and responsibility agreements. Especially if the recall-activity involves confidential information or product protection, which might lead to expensive legal processes, in addition to hampering the chances of a successful knowledge-reintegration.

Consequentially, one of the most challenging obstacles when embarking on a backsourcing strategy relate to re-integrating or reviving knowledge. Organizations generally put too much focus on the aspects of knowledge itself, and neglect other important aspects such as the management part of it which is equally important when knowledge is transferred from one environment to another [START_REF] Nonaka | The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation[END_REF][START_REF] Grant | Prospering in Dynamically-competitive Environments[END_REF].

Three Members from the Maritime Industry

This case is illustrated through in-depth interviews with three members (A, B, C) from the maritime industry at a high-cost location in Scandinavia, were we describe their decisions concerning their choice of knowledge-operations and activities, through a backsourcing process. Company A and B are both part of a unique offshore cluster, where A is the largest family-owned shipbuilding organization in its country, and delivers complex and specialized vessels to demanding ship owners worldwide. Company B is a sub-supplier offering large winches and fairleads, mainly to yards, ship-owners and oil companies. Company C, offers innovative products and processes for the offshore sector, as well as for marine, furniture and aquaculture industries. All of the companies announced that they embarked on outsourcing during the 1990s; which first and foremost where based on, cost consideration in production processes, but also because of an so called "herd mentality".

The consequences of outsourced activities for all three companies have been described as partial erosion of their core competencies, and to some extent also for the nation. "25 years ago we built in this country, however because of the search for cheaper manufacturing workers, we lost some of our competitiveness which forced us out of our regions. . . " and ". . . the steel competence is about to erode, which is not only a problem for the yards, but also for the entire value chain. . . " Company A and C have both carried out a backsourcing strategy, while B is actively preparing to embark on one. However the reasons behind the decision are different for each one of the firms.

For company A it was not a deliberate strategic decision that led to their backsourcing journey, instead it was a lead-time aspect which was important for enabling them to win a contract, behind their action. Nevertheless, over time it developed into a decision of significant strategic importance for how they choose to continue with their future manufacturing activities.

Instead of constructing complete hulls through a third-party, using traditional assembling processes, they brought back critical parts and started to modularize these through automation and robotics in-house, which resulted in operational advantages such as increased flexibility. However, it was the awareness around their in-house knowledge base and their access to their employee's tacit knowl-edge and important know-how, which led to a stronger desire to start with a wider backsourcing strategy. Thus, they also saw the need to develop new capabilities which led to hiring people with technology know-how and strategically encourage knowledge sharing within the organization through learning by doing and programmes supporting experience-based collective action with their existing workforce which was the same as the one before their outsourcing process.

The underlying message from these managers is that the company started to direct more attention to knowledge as a key strategic resource, since they saw that ". . . the re-integration process depended on it as well as our future competitiveness".

Similar to company A, C's decision to backsource also started as a coincidence. The company participated in an international innovation project where they developed and invested in a machine which at the time was considered a failure, accumulating a loss of about 25 MNOK (Million Norwegian Kronor). However, when an opportunity appeared in the market for molding of large parts, it turned out they had just the machine needed. Previously these parts where mostly molded with the help of simpler automation processes and manual work, however when it came to large parts it was extremely labour intensive. This experience made the company realize that competitors in the international market were not necessarily more competitive than themselves, leading towards a higher desire and understanding that they could produce these large products in-house because of the enabling technology being a differentiator in combination with their employees knowledge about it ". . . sometimes we have a tendency to worship international competitors for more than they are worth. . . " Nevertheless, what this event led to was a realization that if there existed high enough knowledge in-house, and the activity in question is demanding enough and at the same time the direct labour costs are low enough, then accordingly the possibility for automation is profitable, which enables production at high cost locations.

Hence, just like company A, C had almost the same workforce as before they outsourced. Today, they have carved out a profitable niche in this market and 30% of their turnover last year came as a result of backsourcing activities from China. It should be mentioned though that the organization always has been innovation and technology driven, likewise when it comes to knowledge development.

Company C has a systematic process of storing employees (explicit) knowledge in different IT systems compared to company A, which is more traditional when it comes to internal knowledge seeking and technology use. And moreover, when trying to develop and integrate tacit knowledge, company C has a policy that at least one engineer in every innovation-or research project is involved, which is a requirement for participation. ". . . if the person who develops the product does not possess production expertise, then he produces bad products or products that are difficult to produce, which in turn also makes it difficult to achieve good quality, which makes it challenging to commercialize"

In contrast to both A and C, company B has been working deliberately towards a backsourcing strategy for some years now. Learning from other organi-zations within their cluster as well as other industries at high cost locations, they have made heavy investments in technology. The technological approach perspective is what underpins their entire make or buy decisions today, and are analyzed on a scale described as," technically too simple, too complex or technically proper". The goal is to backsource production activities and design processes, but only those that fit their available technology". . . technology controls which activity we should produce in-house, not the production-or knowledge base. . . " Their strategy is that the company should always invest in the best compatible technology (maximum technology/feature) and not by optimal technology. Obtaining this reasoning and combining it with the economic situation, they have discovered that in-house production has more benefits than was predicted. What is interesting though is that all of their employees have steel/welding or machinery certifications (which is obligatorily), and not a technological education in e.g. Computer Science. Consequently, their organizational knowledge platform is primarily based on hands-on knowledge developed through social interaction and experience (tacit) which also is the basis of their historical development. Nevertheless it is technology that decides how to produce or where to source from, not their core common platform.

That being said, the company desires a new knowledge platform which incorporates a higher technological dimension, however, still demanding a steel/welding certification from their employees ". . . our knowledge platform is not always common, but in constant renewal". Nevertheless, they have not yet managed to bring back outsourced activities in-house. And top management still have a strong aspiration to continue preparing for implementing a backsourcing strategy through knowledge renewal, focusing on technological developments.

Discussion and Conclusion

This interview study illustrates that when embarking on reversed outsourcing strategies, organizations need to be capable of renewing capabilities to cover additional types of knowledge and reconfigure existing knowledge into new types of competencies. However, to be able to renew knowledge, you need to know what you know, and therefore also create an ability to revive previous knowledge. Implementing KM strategies when relocating recourses back to the organization's own boundaries is therefore of fundamental importance. Furthermore, the need to retain staff even after the organization has outsourced is a defining feature for knowledge accumulation, creating a strong organizational knowledge platform, which in turn can become an enabler for innovation and knowledge development.

This highlights the importance of identifying and addressing both tacit and explicit knowledge and the need to encourage a knowledge-sharing environment, through informal interaction or socialization so that tacit knowledge does not leave with its carrier, if outsourcing occurs. The respondents in the study also emphasized that knowledge needs to be managed in a structured way, both with the help of IT tools but also to be included when conducting the manufacturing strategy, since it has a huge impact on both how (and if) an organization can produce and where to produce from. Another very important aspect is illustrated through the high degree of technology use. However, it is too early to understand the wider impact of what advancement in manufacturing technologies represents or how it will develop. Nevertheless, what we can see is that it will radically redefine the competitive landscape within many industries worldwide, since advanced technologies will enable organizations to bring back manufacturing activities to high cost locations.

Though, one of the key insights of this study shows that knowledge reintegration work might be equally important for a successful backsourcing strategy, implying that heavy investments in robotics and automation alone, is not enough. On the limitation side it should be mentioned that the study only represents one side of the table when terminating outsourcing contracts or relationships, missing potential barriers that might hinder the knowledge re-integration process or enablers smoothening the process. The small sample of interviews which might restrict the validity of the findings should also be mentioned.