PurposeThe purpose of this research is to explore the mechanisms of knowledge management (KM) for innovation and provide an approach for enterprises to leverage KM activities into continuous innovation.Design/methodology/approachBy reviewing the literature from multidisciplinary fields, the concepts of knowledge, KM and innovation are investigated. The physical, human and technological perspectives of KM are distinguished with the identification of two core activities for innovation: knowledge creation and knowledge usage. Then an essential requirement for continuous innovation – an internalization phase – is defined. The systems thinking and human‐centered perspectives are adopted for providing a comprehensive understanding about the mechanisms of KM for innovation.FindingsA networking process of continuous innovation based on KM is proposed by incorporating the phase of internalization. Three sources of organizational knowledge assets in innovation are identified. Then, based on the two core activities of innovation, a meta‐model and a macro process of KM are proposed to model the mechanisms of KM for continuous innovation. Then, in order to operationalize the KM mechanisms, a hierarchical model with four layers is constructed by integrating three sources of knowledge assets, the meta‐model and the macro process into the process of continuous innovation.Practical implicationsAccording to the lessons learned about KM practices in previous research, the three perspectives of KM should collaborate with one another for successful implementation of KM projects for innovation; the networking process of innovation provides a new way to integrate KM process in innovation; the hierarchical model provides a suitable architecture to implement systems of KM for innovation.Originality/valueThe meta‐model and macro process of KM explain how the next generation of KM can help the value creation and support the continuous innovation from the systems thinking perspective. The hierarchical model illustrates the complicated knowledge dynamics in the process of continuous innovation.

The requirements of Human Factors and Ergonomics (HF/E) in engineering design must be satisfied, including usability, safety, reliability, and operability in the workplace and work environment. This study presents a review of the methodologies for integrating HF/E information in engineering design. The primary purpose of this review is to identify and summarise the current research in this field, thereby giving the recommendations of future research. The focus is on the interaction design between the system (product) and its user (human), including the design of a complex machine, equipment, system, and simple product. Publications in this field between 1982 and 2017 were reviewed from two aspects: (1) the stage of HF/E information integration in engineering design, including conceptual design, embodiment, and detailed design, and (2) the category of the HF/E, including physical ergonomics, cognitive ergonomics, and organisational ergonomics. The benefits and limitations of the reviewed design methodologies were stated in their respective sections. A critical analysis of the research topics from these two aspects was performed with comparison summarising the applicability of these methodologies for researchers and designers. The suggestions for future research were also offered according to the main findings.

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Purpose – This paper aims to illustrate the quick rise in the popularity of corporate universities since the 1990s. Because knowledge management is becoming imperative to the survival and growth of firms in most industries, better management of corporate universities is becoming more and more critical. The purpose of this paper is to analyze three objectives: Why invest in corporate universities? Which model to adopt? and What are the key challenges facing corporate universities in dealing with the adoption of an open innovation approach? Design/methodology/approach – The article provides a general review of corporate universities dealing with open innovation by using a creative synthesis. Findings – This paper analyzes the challenges involved in the development of corporate universities and examines how they can deal with open innovation. While few corporate universities have a real strategic role, several initiatives have failed or have been seriously compromised. To create competitive advantages through a corporate university, upper management must dedicate significant resources and have a plan for building the corporate curriculum in order to deal with innovation management. Research limitations/implications – Due to the lack of scientific articles on the topic, most of the published articles made by practitioners was used. Further studies are needed to test the recommendations and models. Practical implications – This paper identifies some development models and growth avenues for corporate universities. It helps provide an understanding of the challenges associated with open innovation as well as their limits. Originality/value – It is among the first papers to link the development of corporate universities with the open innovation approach. It also provides practical advice for managers and academics.

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