You are presented with multiple paper abstracts, alongside the associated literature review and chapter titles. Given the provided information, you are going to do a literature review. Please generate a coherent literature review that synthesizes the content, draws connections between different works, highlights major findings, and identifies any gaps in the existing research.

Literature Review Title: Managing knowledge within the manufacturing enterprise: an overview 
Chapter Title:  Strategy and implementation 
1. Abstract of Cited Paper (BIB001):  There have already been a number of review articles that focus on product development, but none on process development. Process development is technically difficult, time-critical and competitively important, thus worth being explored as a distinct unit of analysis. This paper develops a theoretical framework to fill this gap in knowledge based on a comprehensive literature review. Five objectives for process development are summarised to align with the goal of product realisation, and 12 enablers (including intra-functional enablers, inter-functional enablers, and learning enablers) are identified and discussed. The authors first locate process development in the product realisation process (including product design, process design, process execution and process improvement) and draw necessary parallel factors between product design and process design as a foundation. Then the attributes of all relevant literature are organised and general principles for successful performance of development projects are...

Literature Review:
Bohn presents a framework for measuring and understanding technological knowledge -that is, knowledge about how to produce goods and services  . This is an early example of knowledge management in manufacturing, and is one of the papers included in this review that fell outside the search. It is included as a well cited foundational text that defines many of the issues relating to knowledge management in the manufacturing domain. Shaw and Edwards propose a method that supports design and negotiation of strategic action plans for manufacturing KM strategy. They apply a workshop method, with a computer based decision support system and a brainstorming software package BIB001 . Wanga studies the implementation of KM in a UK SME. The KM implementation helps the firm (consultants) to generate proposals faster. They can access lessons learned and best practices stored in the repository. The approach is facilitated by IT technologies. A main problem is lack of time to deal with the separate KM system needs  . Honga et al. suggest that as the role of design engineers expands, the clarity of project targets increases. This increases the extent of shared knowledge about customers. Together these factors can enhance productivity. Design engineers are in a position to integrate manufacturing at the conceptual stage because they possess the knowledge to enable it within a cross functional team setting  . Morton et al. developed a management support tool to show the impact of relationships at the boundaries of internal and external activities. The informal network is crucially important in avoiding barriers and delays imposed by the formal structure . Mapping the informal (social) network is a key feature of the tool. Lu and Botha suggest that manufacturing process development should be viewed as a strategic function for competitive edge, and as such, specific measures should be applied to improve performance. Process design objectives include: product and process quality, smooth and fast ramp-up, cost performance, fast product realisation, and sustainable competitiveness (innovation) BIB002 .