In response to the ECR event, GMTC had three primary goals: to resolve the design flaws of the ECR model, which has been discussed in the previous section; to restore the degree of customer satisfaction that was reduced due to the ECR event and to minimize the time needed for recalling and repairing all the defective ECRs it previously sold in order to end the impact of the crisis as soon as possible.
With regard to the functioning of formal communities of practices for damage containment purposes, regular 2-day workshops were organized and held by GMTC once a season to provide mechanics and customer services representatives of the firm's contracted agencies with training courses related to the repair and of its products.
Consequently, GMTC practices a one-to-many, hierarchical mentoring system, as every newly recruited employee is assigned a mentor on their first day at work.
The rationale is that the more frequently the electronic discussion board is used by GMTC personnel, and the more workshops that are held for knowledge sharing and interpersonal coordination purposes, the more the average degree of employee proficiency and the effectiveness of handling customer requests can be improved (see Figures 8 and 9).
However, the research results imply that the frequency of job rotation has a consistent positive influence on facilitating the coordination among employees from various units in GMTC.
The research results indicated that the most important thing for GMTC was to restore the sales volume of ECRs, which previously declined due to the problem with defects, back to its original level as soon as possible.
communities of practice), for knowledge sharing and interpersonal coordination purposes can positively influence customer satisfaction by enhancing the average degree of employee proficiency and, in turn, shortening the time needed to repair a defective ECR, as well as by facilitating the coordination among GMTC employees and, in turn, improving their effectiveness in terms of handling customer requests.
In order to clearly demonstrate the influence of the use of knowledge transfer mechanisms on restoring the monthly units of ECRs sold, a strategy for designing the simulation settings was applied, in which a more intense use of a specific kind of knowledge transfer mechanism was applied from the 16th month of each simulation run, which was about the time GMTC staff began to actively deal with the problems caused by the defective ECRs.
During the crisis, GMTC personnel learned that the complexity of the problems involved were far beyond the comprehension of any individuals or departments, and hence the effects of overall organizational efforts might be compromised if each individual and/or department responded to the event in their own ways.
The champions who articulated the tactics and missions of all the departments for handling the crisis conducted a process of interpretation to communicate with all the GMTC employees the meaning of performing KM practices as planned, for the benefit of both individual departments and the company as a whole.
Consequently, managers and supervisors of GMTC should not underestimate the importance of their INIS for collecting, organizing and distributing knowledge critical for handling the crisis.