Innovation in Organizations

Abstract

This article reviews the role of organizational learning and knowledge management in innovation. An extensive review of past literature hints that knowledge, although a very strategic resource, is not easy to manage. Explicit knowledge can be stored in databases or documents but implicit knowledge resides in peoples’, brains. It is the management of this knowledge which poses a bigger challenge for most organizations. Past research mentions that implicit knowledge can be managed indirectly by managing various factors which contribute to an organization's culture, structure, technology, and leadership. A preliminary model has been proposed highlighting the role of organizational learning and knowledge management in innovation. The model high-lights the importance of a flexible and adaptive organization structure, a culture of trust and knowledge sharing, a strong technological network and a committed leadership to promote knowledge development and learning in the organization which is a prerequisite for innovation and creation of new knowledge. The article in addition to providing a detailed narrative of literature highlighting the importance of the various factors identified in the model, also gives practical implications and directions for future research in the area.

Creating Customer-Centric Organizations: The Value of Design Artefacts

“…For example, in this study participants recalled how they learned about the project 'road show' through formal and informal networks. This illustrates the social character of knowledge sharing and the value of social networks in distributing knowledge within organisations (Dasgupta and Gupta 2009;Hutchins 1995;Lave and Wenger 1991;Tsoukas 1996). Artefacts can become symbols of a new customer-centric culture (Boreham and Morgan 2004) merely by being discussed.…”

“…Individuals use artefacts of knowing(Ewenstein and Whyte 2007) to exemplify, translate and contribute to their understandings. When mediated by artefacts, knowledge and activity as well as communicative actions(Orlikowski 2002) transform and facilitate innovation(Dasgupta and Gupta 2009;du Plessis 2007;MacPherson, Jones and Oakes 2006;Miettinen and Virkkunen 2005). Proposition 2 describes the mediatory and enabling role of artefacts.…”

Innovation Model of Licensing Service SIMPATIK JABAR (Licensing Service Information System for the People of West Java)

“…Ini berarti bahwa inovasi selalu berhubungan erat dengan ide-ide baru yang bermanfaat. Sementara Dasgupta & Gupta (2009) memahami inovasi sebagai kesuksesan dalam memperkenalkan hal baru yang memiliki nilai guna seperti metode, teknik, praktek, produk atau pelayanan baru. Inovasi juga dilihat sebagai proses memikirkan dan mengimplementasikan hasil pemikiran sehingga menghasilkan hal baru berbentuk produk, jasa, proses bisnis, cara baru, kebijakan, dan sebagainya Ancok (2012) Untuk mengamati sebuah inovasi, dapat dilaihat dari beberapa atribut yang ada di dalamnya, "We are working toward a comprehensive set of characteristics of innovations that are as mutually exclusive and as universally relevant as possible.…”

Relationship between Organizational Climate and Innovation Capability in New Technology-Based Firms

“…This situation is facilitated by the attributes of the organizational climate, which implies the physical, emotional and mental involvement of individuals, so that information and knowledge are shared efficiently to promote debate about its implications at different levels, including applicative, structural and governmental levels. This also seeks to promote the correct management of knowledge, for the improvement of capabilities and the promotion of innovation in the firm [17], encouraging individuals to act consistently in accordance with their objectives as well as those of firms [18].…”