Leveraging innovation knowledge management to create positional advantage in agricultural value chains

These days, there is little doubt that entrepreneurial competencies—such as, taking initiative and being creative, planning and managing organizations' activities, showing persistence in problem solving processes as well as realizing the goals for which companies were established—are one of businesses' most important tools. Consequently, the following questions come naturally into the discussion: What is it that most of the successful entrepreneurs have in common? Is it education, risk affinity, experience, networks, family money, race, gender or, simply put, pure luck? Starting from the assumption that the vast majority of these people have, as common denominator, a cross-section of attributes and skills: firstly, this scientific study has the purpose of developing a model for entrepreneurship competencies, focusing on: innovation, knowledge management and intellectual capital; and secondly, this complex research has the aim of building an inclusive entrepreneurship model, tackling three main organizational targets: efficiency, productivity and performance.

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The Role of Knowledge Sharing on Organisational Innovation

Business Intelligence ◽

10.4018/978-1-4666-9562-7.ch022 ◽

2016 ◽

pp. 406-429 ◽

Cited By ~ 1

Author(s):

Kijpokin Kasemsap

Keyword(s):

Knowledge Management ◽

Knowledge Sharing ◽

Causal Model ◽

Organisational Learning ◽

Organisational Innovation ◽

Business Goals ◽

Management Knowledge ◽

Innovation Knowledge ◽

Positive Effect

This chapter introduces the framework and causal model of organisational learning, knowledge management, knowledge-sharing behaviour, and organisational innovation. It argues that dimensions of organisational learning, knowledge management, and knowledge-sharing behaviour have mediated positive effect on organisational innovation. Knowledge-sharing behaviour positively mediates the relationships between organisational learning and organisational innovation and between knowledge management and organisational innovation. Organisational learning is positively related to knowledge management. Understanding the theoretical learning is positively beneficial for organisations aiming to increase organisational innovation and achieve business goals.

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Construction of Knowledge-Intensive organizations in Higher Education

Handbook of Research on Knowledge-Intensive Organizations ◽

10.4018/978-1-60566-176-6.ch002 ◽

2009 ◽

pp. 19-29 ◽

Cited By ~ 1

Author(s):

Juha Kettunen

Keyword(s):

Higher Education ◽

Knowledge Management ◽

Its Region ◽

Development Projects ◽

Knowledge And Skills ◽

Construction Of Knowledge ◽

External Impact ◽

Knowledge Intensive Organizations ◽

Knowledge Intensive ◽

Innovation Knowledge

The aims of knowledge management are to create knowledge and stimulate innovation. Knowledge management allows the knowledge of an organization to be located, shared, formalized, enhanced and developed. The challenges of knowledge management lie in creating environments that support knowledge sharing, knowledge creation, and innovativeness. This chapter examines challenges faced by Higher education institutions (HEI) in producing innovations and increasing their external impact on their regions. The most valuable assets of HEIs are the knowledge and skills embodied in human capital. The challenges of innovative HEIs can be derived from their customers’ needs, which usually cannot be met within a single discipline. This chapter explores the multidisciplinary development projects at HEIs and presents implications for the organizational structure supporting innovation and engagement of the institution with its region.

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The effect of knowledge-centered culture and social interaction on organizational innovation: the mediating effect of knowledge management

ESIC MARKET Economic and Business Journal ◽

10.7200/esicm.145.0442.2 ◽

2013 ◽

Vol 44 (2) ◽

Author(s):

Eréndira Fierro Moreno ◽

Patricia Mercado Salgado ◽

Daniel Arturo Cernas Ortíz

Keyword(s):

Knowledge Management ◽

Social Interaction ◽

Organizational Innovation ◽

Critical Role ◽

Public Hospitals ◽

Mediating Effect ◽

Organizational Capabilities ◽

Organizational Resources ◽

Medium Level ◽

Innovation Knowledge

The effect of organizational resources in technological innovation has been widely studied. However, the effect of these resources in organizational innovation is a subject that still requires greater scrutiny. Relying on the resource-based view of the firm, we hypothesize that the knowledge-centered culture and the social interaction are factors (resources) that affect the organizational innovation, but that this effect is mediated by the knowledge management. Using a transversal study with a sample ofMexican public hospitals through its high and medium level managers perception we found support for the hypotheses. Results of the research confirm the importance of a knowledge-centered culture, social interaction, and knowledge management as predictors of organizational innovation. This study also buttresses the critical role of knowledge management as a mediating variable in the influence of a variety of factors on the development of organizational capabilities. Keywords: Organizational innovation, knowledge management, organizational resources.

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The Organizational Buying Center: Innovation, Knowledge Management and Brand

Handbook of Business-to-Business Marketing ◽

10.4337/9781781002445.00031 ◽

2013 ◽

Cited By ~ 1

Author(s):

Wesley J. Johnston ◽

Jennifer D. Chandler

Keyword(s):

Knowledge Management ◽

Organizational Buying ◽

Innovation Knowledge

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Effect of IT Application on Project Performance Focusing on the Mediating Role of Organizational Innovation, Knowledge Management and Organizational Capabilities

Engineering, Technology & Applied Science Research ◽

10.48084/etasr.769 ◽

2016 ◽

Vol 6 (6) ◽

pp. 1221-1226

Author(s):

M. Hemmati ◽

H. Hosseini

Keyword(s):

Knowledge Management ◽

Organizational Innovation ◽

Project Performance ◽

Organizational Capabilities ◽

Mediating Role ◽

It Application ◽

Study Participants ◽

Role Of It ◽

Innovation Knowledge

The purpose of this study is to examine the effect of IT application on project performance focusing on mediating role of organizational innovation, knowledge management and organizational capabilities using SEM. For this purpose, 194 managers, supervisors and experts of software developer companies participated in this study. Participants were asked to complete a questionnaire on each subject. SEM was used to analyze data using the LISREL software. Results are thoroughly discussed in this paper and the findings support the role of IT application, organizational innovation, knowledge management and organizational capabilities on project performance and project benefits.

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Chief Knowledge Officers

Encyclopedia of Information Science and Technology, Second Edition ◽

10.4018/978-1-60566-026-4.ch086 ◽

2011 ◽

pp. 527-531 ◽

Cited By ~ 2

Author(s):

Richard T. Herschel

Keyword(s):

Knowledge Management ◽

Content Management ◽

Knowledge Bases ◽

Knowledge Based ◽

Use Of Data ◽

Yellow Page ◽

Improved Performance ◽

Effective Use ◽

Innovation Knowledge ◽

Content Management Systems

Knowledge management (KM) refers to a range of practices used by organizations to identify, create, represent, and distribute knowledge for reuse, awareness, and learning across the organization. KM typically takes the form of programs that are tied to organizational objectives and are intended to lead to the achievement of specific outcomes such as shared intelligence, improved performance, competitive advantage, or higher levels of innovation. Knowledge management focuses on developing and maintaining intellectual capital across the organization. It attempts to bring under one set of practices various strands of thought and practice relating to: • Harnessing the effective use of data, information, and know-how in a knowledge-based organization and economy • The idea of the learning organization • Various enabling organizational practices such as communities of practice and corporate yellow page directories for accessing key personnel and expertise • Various enabling technologies such as knowledge bases and expert systems, help desks, corporate intranets and extranets, and content management systems (Wikipedia, 2007). Beginning in the 1990s, the person responsible for directing and coordinating these activities for organizations was oftentimes designated the chief knowledge office (CKO).

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Creating Value Through Knowledge Management and Systematic Innovation Capability

Knowledge Management, Innovation, and Entrepreneurship in a Changing World - Advances in Business Strategy and Competitive Advantage ◽

10.4018/978-1-7998-2355-1.ch001 ◽

2020 ◽

pp. 1-30

Author(s):

Marianne Gloet ◽

Danny Samson

Keyword(s):

Knowledge Management ◽

Competitive Advantage ◽

Dynamic Environment ◽

Innovation Capability ◽

Research And Innovation ◽

Advanced Economies ◽

Knowledge Intensive Organizations ◽

Knowledge Intensive ◽

Innovation Knowledge ◽

Forms Of Knowledge

Competitive advantage in today's advanced economies is driven by innovation and the ability to manage ever-increasing forms of knowledge on a sustained basis. Knowledge-intensive industries compete primarily on their capacity to innovate and thrive on cutting-edge knowledge, which drives both research and innovation. Knowledge-intensive organizations constantly seek to reinforce sustainable links between forms of knowledge and modes of innovation. In such a dynamic environment, the proactive management of knowledge assets is essential to achieving both innovation capability and innovation performance. Since knowledge-intensive organizations play a significant role in value creation through innovation, the ways in which organizations approach knowledge management (KM) influences innovation and becomes a source of competitive advantage. As such, KM emerges as an essential management and organizational capability in the drive to create value through knowledge. This chapter explores the ways in which KM contributes to systematic innovation capability in knowledge-intensive organizations.

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Relationship Between Knowledge Management and Innovation

Disruptive Technology ◽

10.4018/978-1-5225-9273-0.ch026 ◽

2020 ◽

pp. 531-554

Author(s):

Andrea Bencsik ◽

Bálint Filep

Keyword(s):

Knowledge Management ◽

Data Analysis ◽

Literature Review ◽

Business Models ◽

Organizational Innovation ◽

Secondary Data ◽

Frugal Innovation ◽

New Model ◽

Innovation Model ◽

Innovation Knowledge

Successful business operation depends on several factors. Among these factors knowledge management and innovation are extremely important business areas. The aim of this theoretical study is to introduce how these two models work together and how their relationship reinforces the chance for success. Relying on secondary data analysis and literature review, the authors prove that the classical innovation model can be a part of this relationship together with the organizational innovation where the human resource comes to focus. The logic of system building of knowledge management emphasizes that the path leads from the attainment of innovation knowledge to the evaluation of utilization. This study reviews the steps of the two business models and highlights the most important relationships in a new model linking the appropriate phases. The second part of this paper shows the connection between frugal innovation and knowledge management, and their theoretical significance and practical adaptability.

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