Macro process of knowledge management for continuous innovation

Abstract

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.

Knowledge Sharing Practices as a Basis of Product Innovation: A Case of Higher Education in Iraq

“…Although previous studies have established the relationship between KS and innovation, few touches on knowledge processes and their impact on the teaching staff's product innovation, there is a need for research understanding the practical difficulties of KS for product innovation [22] within developing countries and particularly the Iraqi environment, therefore, this research proposes the following: 1) H1: Knowledge donating will positively affect product innovation in Iraq's public HEIs. 2) H2: Knowledge collecting will positively affect product innovation in Iraq's public HEIs.…”

Knowledge processes, knowledge‐intensity and innovation: a moderated mediation analysis

“…Pé rez- Bustamante, 1999;Carneiro, 2000;Goh, 2005;Basadur andGelade, 2006, du Plessis, 2007;Xu et al, 2010). For example, Goh (2005) postulates that innovation management should not be seen independently from knowledge management and Xu et al (2010) develop a comprehensive conceptual model to demonstrate that various aspects of knowledge management support continuous innovation. A key premise in the literature on new product innovation is that the rate of new product introduction is a function of a firm's ability to manage, maintain, and create knowledge (Cohen and Levinthal, 1990).…”

The Influencing Factors of Enterprise Sustainable Innovation: An Empirical Study

“…This process is supported by a behavioral model, explaining relationships between learning behaviors and outcomes, capacities enabling these behaviors, levers that managers can use to change existing or promote new behaviors, and contingencies affecting this entire set of relationships. Based on the systematic view, Xu [19] applied the KM (knowledge management) transformation model to explain how knowledge management contributes to promoting the value creation and supporting sustainable innovation. KM includes a meta-model and a macro process, a life cycle of knowledge is created based on the meta-model.…”