Knowledge Management in Value Creation Networks: Establishing a New Business Model through the Role of a Knowledge-Intermediary

Krenz, Pascal; Basmer, Sissy-Ve; Buxbaum-Conradi, Sonja; Redlich, Tobias; Wulfsberg, Jens P.

doi:10.1016/j.procir.2014.01.006

Cited by 20 publications

(9 citation statements)

References 17 publications

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“…al. [29] also highlight the increased complexity of interorganizational value creation networks and processes linked to innovation. Due to the potential for conflict between KIM and other general management objectives, they recommend the introduction of a knowledge intermediary support function to assist the value creation process.…”

Section: Figure 1 Kim Capability Frameworkmentioning

confidence: 98%

Knowledge and Innovation Management: Developing Dynamic Capabilities to Capture Value from Innovation

Gloet

Samson

2016

2016 49th Hawaii International Conference on System Sciences (HICSS)

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This qualitative research examined the links between business models, business strategy and innovation and investigated the extent to which knowledge and innovation management (KIM) contributes to the processes of value creation, value networks and value capture across six organizations characterized by successful innovation performance and strong KIM practices. The development of KIM as a dynamic capability increases the capacity of an organization to add value to the existing business model through innovation, and also provides opportunities for superior performance. The analysis of the data revealed the main areas where KIM was well established as a dynamic capability within these organizations, as well as gaps and challenges, particularly in terms of delivery of both innovation performance and business success. Findings from this exploratory research also suggest that the development of dynamic capabilities in KIM are dependent on robust measurement practices, and that feedback and reinvestment of value captured are essential to sustained competitive advantage.

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Section: Figure 1 Kim Capability Frameworkmentioning

confidence: 98%

Knowledge and Innovation Management: Developing Dynamic Capabilities to Capture Value from Innovation

Gloet

Samson

2016

2016 49th Hawaii International Conference on System Sciences (HICSS)

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“…Modern researchers test hypotheses and put forward concepts about the transformation of knowledge in organizations (Krenz et al, 2014;Chang et al, 2014;Felin & Hesterly, 2007;Jian & Wang, 2010). They study the role of international knowledge and the creation of new knowledge in multinational company subunits (Cantwell & Piscitello, 2015;Pan & Zhang, 2012).…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Application of HADI-cycle for providing sustainability of processes of knowledge and innovation

Mingaleva¹,

Deputatova²,

Akatov³

et al. 2019

JESI

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The main problems of modern business are related to the processes of creating knowledge and introducing innovations, which form the basis of the "innovation economy". To keep positions in the market, modern enterprises and organizations need continuous creation and production of new products. A constant search for new technologies, methods of personnel management and methods for implementing projects is necessary to ensure sustainable development of the enterprises and business. The article proves a hypothes explaining the process of creating and stimulating innovation within the framework of modern enterprises and organizations and its relationship with the processes of knowledge creation and HADI-cycle. The main scientific research methods are bibliographic analysis, content-analysis, formal logic methods and methods of analogies. The verification with the help of formal logic methods showed the universality of the proposed model for the innovative enterprtnership. The result of this article indicates that the mechanism of interaction between the standard and non-standard cycle of creating new organizational knowledge in the organization management system allows to accelerate the process of creating and introducing innovations, increases the effectiveness of marketing and management in general and sustainability development of the enterprises.

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“…En este contexto, se hace necesario la construcción de redes de conocimiento (RC) como un eje facilitador de interacción entre la académica productora de conocimiento científico y el mundo empresarial productor de conocimiento práctico, con la finalidad de crear escenarios para el desarrollo y difusion del conocimiento y así incrementar la capacidad innovadora y competitiva a nivel organizacional (Fong et al, 2016;Krenz et al, 2014;Paredes, 2008).…”

Section: Productividad Y Emprendimiento Para La Competitividadunclassified

Redes de conocimiento como escenarios de co-creación y su impacto en las organizaciones del siglo XXI

Beltrán¹,

Rodríguez²,

Ovalle³

2019

Documentos Trab. Areandina

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Las Redes de Conocimiento (RD), como escenario para el intercambio de experiencias y saberes interdisciplinares, permite la construcción de modelos de gestión estratégica, a fin de ganar competitividad en el mercado; surgen debido a la intensificación de los sistemas de información y la disposición de grandes cantidades de datos al servicio de la organización; y se apoyan en el principio de obtención de resultados y consecución de metas grupales; además del nacimiento de esquemas no tradicionales de innovación. Los ejes temáticos están desarrollados de forma sistémica, uno de ellos es el conocimiento, base generadora de ventajas competitivas e impulsor de la economía post-industrial (Pérez y Castañeda, 2009); el segundo, visto desde la responsabilidad social empresarial como nueva forma de gestionar y hacer negocios; el tercer pilar se enfoca en el consumidor, los servicios y elementos de la innovación, a modo de estrategias fundamentales para crear escenarios de competitividad; y finalmente, la productividad y el emprendimiento considerados campos de constante evolución del desarrollo humano y social. Como principal hallazgo o contribución se establece que la incorporación de este tipo de metodologías desde la pedagogía en la formación gerencial, permite la sostenibilidad del modelo de co-creación a mediano y largo plazo en los diferentes sectores económicos, puesto que la evolución de los ecosistemas de innovación a partir del reconocimiento mutuo del saber individual y la solución a problemáticas que son común denominador en el sector real, son consecuencia de la conformación de redes de conocimiento y colaboración abierta basados en pensamiento sistémico.

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Knowledge Management in Value Creation Networks: Establishing a New Business Model through the Role of a Knowledge-Intermediary

Cited by 20 publications

References 17 publications

Knowledge and Innovation Management: Developing Dynamic Capabilities to Capture Value from Innovation

Knowledge and Innovation Management: Developing Dynamic Capabilities to Capture Value from Innovation

Application of HADI-cycle for providing sustainability of processes of knowledge and innovation

Redes de conocimiento como escenarios de co-creación y su impacto en las organizaciones del siglo XXI

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