How do firms manage knowledge for innovation?

How do firms manage knowledge for innovation?

1. Definition

   • Human process
   • Types of knowledge
     • Levels
       • Individual
       • Group
       • Organizational
       • Interorganizational
     • Nature/content
       • All these knowledge are mutually complementary to each other
       • Tacit
         • Experience
         • Valuable
         • Unique
         • Not mobile
         • Prior experience
       • Explicit
       • Technological
       • Managerial
       • Marketing
         • Market knowledge acquisition

2. Knowledge process

   • 1. Knowledge creation
     • Accumulated knowledge
       • Routines
       • Path dependent
       • Core rigidities
   • 2. Knowledge retention
   • 3. Knowledge transfer
   • 4. Knowledge sharing
     • Internal resource compeition
     • External market competitiion
     • Depth
     • Breadth
   • 5. Knowledge exploitation

3. Innovation process

   • Innovatton opportunity sensing
     • Source
       • Identifying and locating relevant knowledge
         • Uncertainty
         • Not easy
         • Ongoing component
   • Innovation opportunity seizing
     • Tool
       • Acquiring and generating
         • Knowledge sharing
         • Knowledge creation
         • Knowledge recombination
       • Applying to develop knowledge
         • Outcome
           • Technological, managerial, marketing
           • Radical innovation

4. Knowledge based view

   • Extension of RBV
     • Firm as bundle of resources
   • Knowledge as resource
     • Difficult to imitate
     • Socially complex
     • Heterogeneous
     • Competitive advantage
   • Absorptive capacity
   • Knowledge and learning
     • Intrinsically related

5. Organizational learning

   • Learning process
     • Embodying explicit knowledge into tacit knowledge
     • Knowledge as input and output of learning
   • Learning tension
     • Exploitation
     • Exploration
     • Ambidexterity

6. Knowledge mechanisms

   • Properties of knowledge context can operate with more than can causal mechanism. It explains why features affect KM outcomes
   • Ability
   • Opportunity
     • Climate and context
   • Motivation
     • Rewards
     • Reciprocity
     • Trust

7. Properties of context

   • Properties of units
     • Individual
     • Group
     • Organization
     • Interorganizaiton
   • Properties of relationship between units
     • Dyadic relationship
     • Pattern of connection with multiple units
       • Multiunit organization
         • Coopetition
           • Level of centralization
           • Level of social interaction among organizational units
     • Memory and short language

Images and files in the map