Creating Value Through Knowledge Management and Systematic Innovation Capability

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.

Construction of Knowledge-Intensive organizations in Higher Education

2009 ◽  
pp. 19-29 ◽  
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.

Ontology-Based Competency Management

2005 ◽  
pp. 302-324 ◽  
Author(s):  
Miguel-Angel Sicilia
Keyword(s):  
Knowledge Management ◽  
Human Resource ◽  
Knowledge Creation ◽  
Learning Activities ◽  
Complex Process ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Organizational Needs ◽  
Dynamic Cycle ◽  
Competency Management

Learning activities can be considered the final outcome of a complex process inside knowledge intensive organizations. This complex process encompasses a dynamic cycle, a loop in which business or organizational needs trigger the necessity of acquiring or enhancing human resource competencies that are essential to the fulfillment of the organizational objectives. This continuous evolution of organizational knowledge requires the management of records of available and required competencies, and the automation of such competency handling thus becomes a key issue for the effective functioning of knowledge management activities. This chapter describes the use of ontologies as the enabling semantic infrastructure of competency management, describing the main aspects and scenarios of the knowledge creation cycle from the perspective of its connection with competency definitions.

Knowledge Management in University-Software Industry Collaboration

2021 ◽  
pp. 114-130
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Knowledge Management ◽  
Software Industry ◽  
Technological Development ◽  
Critical Discussion ◽  
Future Research ◽  
Industry Collaboration ◽  
Future Research Directions ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
The University

The university-software industry collaboration relationship has been represented a key resource, to the extent that together they can more easily promote technological development that underpins innovation solutions. Through a literature review, this chapter aims to explore the concepts and the facilitator or inhibitor factors associated with the collaboration relationships between university and software industry, taking knowledge management into account. This chapter is organized as follows. In the first section, the authors briefly introduce university, software industry, and knowledge management. The following section, based on the literature reviewed, provides a critical discussion of the university-software industry collaboration relationship, knowledge management in knowledge intensive organizations or community, and knowledge management in collaboration relationship between these two types of industries. Finally, in the rest of the sections, the authors point to future research directions and conclude.

Knowledge Organizations

2011 ◽  
pp. 451-458 ◽  
Author(s):  
Daniel L. Davenport ◽  
Clyde W. Hosapple
Keyword(s):  
Knowledge Management ◽  
World Bank ◽  
Knowledge Based ◽  
Complementary Approach ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Knowledge Organizations

An important endeavor within the field of knowledge management (KM) is to better understand the nature of knowledge organizations. These are variously called knowledge-based organizations, knowledge-centric organizations, knowledge-intensive organizations, knowledge-oriented organizations, and so forth. One approach to doing so is to study the characteristics of specific organizations of this type such as Chaparral Steel (Leonard-Barton, 1995), Buckman Labs, World Bank, or HP Consulting (O’Dell, 2003). A complementary approach is to study various frameworks that have been advanced for systematically characterizing the elements, processes, and relationships that are found in knowledge organizations. Here, we examine three such frameworks that are representative of the variety in perspectives that have been advocated for understanding the nature of knowledge organizations. These frameworks share a view that sees knowledge as a key organizational asset that enables action. However, they differ in emphases (e.g., asset vs. action) and constructs.

Actor-Network Theory and Autopoiesis

2009 ◽  
pp. 67-79
Author(s):  
Lars Steiner
Keyword(s):  
Knowledge Management ◽  
Social Theory ◽  
Network Theory ◽  
Process Analysis ◽  
Actor Network Theory ◽  
Actor Network ◽  
Research And Innovation ◽  
The Social ◽  
Knowledge Intensive ◽  
Over Time

A new knowledge management perspective and tool, ANT/AUTOPOIESIS, for analysis of knowledge management in knowledge-intensive organizations is presented. An information technology (IT) research and innovation co-operation between university actors and companies interested in the area of smart home IT applications is used to illustrate analysis using this perspective. Actor-network theory (ANT) and the social theory of autopoiesis are used in analyzing knowledge management, starting from the foundation of a research co-operation. ANT provides the character of relations between actors and actants, how power is translated by actors and the transformation of relations over time. The social theory of autopoiesis provides the tools to analyze organizational closure and reproduction of organizational identity. The perspective used allows a process analysis, and at the same time analysis of structural characteristics of knowledge management. Knowledge management depends on powerful actors, whose power changes over time. Here this power is entrepreneurial and based on relations and actors’ innovation knowledge.

scholarly journals Effect of internal R&D activities to the accumulation of organizational technical knowledge with the mediation role of absorptive capacity to establish the innovation capability of electronic industries

2018 ◽  
Vol 154 ◽  
pp. 01059 ◽  
Author(s):  
Bambang Purwanggono ◽  
Yohana Aeria Damyana
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Absorptive Capacity ◽  
Innovation Process ◽  
Electronics Industry ◽  
Technical Knowledge ◽  
Sustainable Competitive Advantage ◽  
Innovation Capability ◽  
The Relationship

Innovation is a strategy for the electronics industry to create a sustainable competitive advantage, in the midst of a rapidly changing environment with all its complexity. Seven AT program as an effort for PT. Hartono Istana Teknologi (Polytron) into enterprise knowledge, will accelerate the innovation process, combined with good organizational technical knowledge management. Organizational technical knowledge will be instrumental in innovation capabilities properly if there is an internal R & D activities that support and absorptive capacity as a mediator. This study reviewed the organizational technical knowledge influence to innovation capability, the influence of R & D activities to organizational technical knowledge, as well as the role of absorptive capacity as a mediator. The study was conducted by distributing questionnaires to 130 employees of PT. Hartono Istana Teknologi. Data processing was conducted using SEM. The results showed that the absorptive capacity mediate the relationship between R & D activities and organizational technical knowledge by 51%, and organizational technical knowledge affect innovation capabilities by 64%.

scholarly journals Marco conceptual para el análisis de la oferta sanitaria

2008 ◽  
pp. 19
Author(s):  
Juan Ventura Victoria
Keyword(s):  
Public Health ◽  
Health Management ◽  
El Paso ◽  
Dynamic Environment ◽  
Organizational Capital ◽  
Resource Based View ◽  
Specialized Human Capital ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Capital Humano

El artículo analiza la organización de la atención sanitaria pública en España, mediante un marco conceptual que permite integrar los aspectos más relevantes de la misma. Asimismo, se profundiza en los aspectos organizativos de los hospitales descritos como Burocracias Profesionales, Meritocracias y Organizaciones Intensivas en Conocimientos, aspectos que condicionan la gestión de los mismos. Finalmente, mediante las aportaciones de la teoría de los Recursos y Capacidades se concluye que la gestión sanitaria implica la gestión del conocimiento que reside en el capital humano altamente especializado, el capital organizativo acumulado y la reputación conseguida con el paso del tiempo, todo ello en un entorno tecnológico de alta complejidad y elevado dinamismo.<br /><br />How public health is organized in Spain is analyzed through using a theoretical framework which includes the most relevant issues regarding this topic. Likewise, this paper deals with organizational aspects from hospitals which determine the way they are managed, such as Professional Bureaucracies, Meritocracies, and Knowledge-Intensive Organizations. Finally, drawing on Resource-Based View contributions, this article concludes that health management, which occurs in a technological, highly complex and dynamic environment, involves the management of knowledge derived from three sources: highly specialized human capital, accumulated organizational capital, and reputation.<br />

Beyond Knowledge Management

2011 ◽  
pp. 396-411
Author(s):  
Audrey Grace ◽  
Tom Butler
Keyword(s):  
Knowledge Management ◽  
Knowledge Economy ◽  
Success Factors ◽  
Learning Management Systems ◽  
Management Approach ◽  
Approach To Learning ◽  
Key Success Factors ◽  
World Class ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

In the knowledge economy, a firm’s intellectual capital represents the only sustainable source of competitive advantage; accordingly, the ability to learn, and to manage the learning process are key success factors for firms. The knowledge management approach to learning in organizations has achieved limited success, primarily because it has focused on knowledge as a resource rather than on learning as a people process. Many world-class organizations, such as Procter & Gamble, Cisco Systems and Deloitte Consulting, are now employing a new breed of systems known as Learning Management Systems (LMS) to foster and manage learning within their organizations1. This article reports on the deployment of an LMS by a major US multinational, CEM Corporation, and proposes a framework for understanding learning in organizations, which highlights the roles that LMS can play in today’s knowledge-intensive organizations.

Sign in / Sign up

Export Citation Format

Share Document