Organizational Knowledge and Innovation

Advances in IT Personnel and Project Management - Handbook of Research on Effective Project Management through the Integration of Knowledge and Innovation ◽

10.4018/978-1-4666-7536-0.ch026 ◽

2015 ◽

pp. 510-530

Author(s):

Carlos Páscoa ◽

José Tribolet

Keyword(s):

Real Time ◽

Air Force ◽

External Environment ◽

Organizational Knowledge ◽

Self Awareness ◽

Flight Plan ◽

Knowledge Based ◽

Complete Knowledge ◽

Informed Decisions ◽

New Instrument

Having the necessary instruments to steer the organization, allowing constant knowledge informed changes, is extremely important for an organizations, while adapting, in an agile way, to the external environment. Like an aircraft, the organization must have a flight plan and instruments that provide an update of what is happening in real time. As an organization, the Portuguese Air Force needs to make good planning and possessing instruments for assessing, considering innovative manners, the progress made, allowing for a greater self-awareness. Every organization has key elements, essential for its operational success, and vital to plan controlled transformations. The objective of the research described in this chapter is to create a new instrument that provides complete knowledge about an organizational key element, in this case the Organizational Cost per Flight Hour that allows coping with transformation projects, by allowing innovative, knowledge-based, informed decisions.

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Change and Information Value in Military Organizations’ Transformation Processes

Rethinking the Conceptual Base for New Practical Applications in Information Value and Quality - Advances in Information Quality and Management ◽

10.4018/978-1-4666-4562-2.ch014 ◽

2014 ◽

pp. 304-323

Author(s):

Carlos Páscoa ◽

José Tribolet

Keyword(s):

Air Force ◽

External Environment ◽

Decision Processes ◽

Information Value ◽

Self Awareness ◽

Military Organizations ◽

Theories Of Change ◽

Work Done ◽

Transformation Processes

The external environment to organizations is constantly changing; it is important that organizations adapt to the demands of the present day in order to get the best performance and benefit of their available resources. For this purpose there is the need to begin a process of change in the Portuguese Air Force. The aim of this project was to obtain better information to support decision processes aiming to increase self-awareness, agility, and flexibility of the organization by adapting information systems to strategy. The comparison of the methodology for its implementation on the ground with consolidated and verified theories of change is very important to analyze, in a systematic way, including all the relevant factors to its understanding, and it is also imperative to take into account success or failure issues. This chapter describes the change process, its contributions to improve the value of information, and the role of Academia through conceptual thinking reflected on the work done in master theses.

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Two-Factor Learning for Launch: How Entrepreneurs Can Increase the Probability of Positive Responses to Their Minimum Viable Products

Entrepreneurship Education and Pedagogy ◽

10.1177/2515127421994788 ◽

2021 ◽

pp. 251512742199478

Author(s):

Jason Lortie ◽

Kevin C. Cox ◽

Scott Kelly ◽

Troy Bolivar

Keyword(s):

Organizational Learning ◽

Theoretical Framework ◽

Organizational Knowledge ◽

Incremental Innovation ◽

Environmental Response ◽

Motivating Factors ◽

Access To Resources ◽

Knowledge Based ◽

Informed Decisions ◽

The Relationship

Lean startup methodologies are believed to reduce the overall risk and cost for launching new businesses. Many of these methodologies provide processes and tools that aid new entrepreneurs in their attempts to make informed decisions before, during, and after the launch of their minimum viable product (MVP). Drawing on theories from the Knowledge Based View, Organizational Learning, Lean Entrepreneurship, and Herzberg’s Two-Factor Theory of Hygiene and Motivating Factors, we propose a theoretical framework of incremental innovation and lean launch that is capable of increasing the probability of the MVP receiving a positive environmental response. Our framework models the phenomena of responses to MVPs within a specific market through knowledge of existing offerings and the ideas we introduce around satisfaction and dissatisfaction as two separate continuums of responses intended customers may have to MVPs. Additionally, we propose that the relationship between individual and organizational knowledge can be moderated by the individual’s level of embeddedness, and that the relationship between organizational knowledge and the environmental response to the MVP can be moderated by the organization’s capabilities and access to resources.

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