This article has been written by Marina du Plessis in 2007. The author intends to make clear the role of knowledge management in innovation as an assist to addressing this complexity and clarify the role of knowledge management in innovation as an aid to addressing this complexity. This is a viewpoint paper which is based on literature research and personal experiences and interpretation from the author. She uses the simple sentences and easy to be understood even for the first timer reader. Furthermore, the arrangement of the content is such an empirical paper that may attract readers to read the article. As the other empirical paper, this study also provides abstract that summarises the whole content of this research paper.
According to the author, Plessis (2007), the complexity of innovation has increased by growth in the amount of knowledge available to organizations as basis for innovation. This statement is agreed by other researchers, Adams and Lamont (2003); Cardinal et al., (2001); Darroch and McNaughton (2002); Pyka (2002) and Shani et al., (2003) who state that innovation is really dependent on the availability of knowledge and therefore the complexity created by the blast of richness and reach of knowledge has to be identified and managed to ensure successful innovation. Besides that, in a previous study that has been conducted by Ruggles, R. & Little R. (1997), they also have the positive opinion about knowledge management and innovation when they assert that innovation as one end to which knowledge management can be applied. Additionally, innovation has been demonstrated to be a key value creator for organizations, in both times of cost cutting and in times of growth. As such, it stands out as one excellent objectiv...
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... teams or learning-by-doing capabilities, which leads to new product and process innovations. Besides that, explicit knowledge is also an important component of innovation. Rodan (2002) in his case study asserts that if one views the confluence of tacit and explicit knowledge elements that create a new idea as probabilistic, increasing the opportunities for the said confluence of knowledge elements should raise the frequency of new combinations occurring, thus positively impacting innovation.
As a conclusion, it is clear that knowledge management plays a vital essential role in innovation. Therefore, it is very crucial for both knowledge management professional and innovation to understand the systematic relationship between these concepts and the value that it can generate in respect of creating and maintaining sustainable competitive advantage for organisation.
Innovation, what is innovation? Innovation is the creation and implementation of new ideas, methods, or strategies that facilitate a process, add value, or improve quality (Tidd & Bessant, 2013). In fact, innovation is the reason for all the new amenities of today’s 21st century. Moreover, innovation has brought forth new perspectives and ideas that have inspired numerous of businesses to expand and improve their daily operations, increase productivity, resolve dilemmas, and attain a level of success. However, such success cannot be attained without properly examining, planning, embracing, and managing innovation. In other words, organizations must carefully map the process of innovation in order to succeed.
Innovation refers to changing, renewing or creating more effective processes or products. Unfortunately, innovation is conflated always with strategies, so understanding the differences between both concepts is necessary. While innovation is a messy business which creates novel solutions to important problems, strategy is a coherent and substantiated logic for making choices (Adegoke, 2006). In other words, strategy is achieving objectives and innovation is deal with discovery. Successful innovation in business should be an in-built part of business strategy and the strategic vision, where a person can create an environment and lead in innovative thinking and creative problem solving. For example, innovation in business would mean implementing new ideas, creating dynamic products or improving your existing services in order to be successful in marketplace. Moreover, innovation management refers to the management discipline of sufficient controlling the innovation process which occurs within the organization (Gray,2006). Normally, it’s applicable in developing product innovation. Therefore, it includes organized procedure that allows engineers, products, service designers and mangers to cooperate with each other with a common knowledge of the process involved and the goals to be achieved. Management of innovation focuses on how the firms will respond to an internal or external business opportunity and apply its creative efforts to introduce new processes products or novel ideas and it is related to development and research (Mariam and Fisher, 2008).
Thank you for agreeing to participate in an interview. This interview is part of an assignment for an Intrapreneurship and Innovation Course at Grand Canyon University. The assignment asks students to garner first-hand perspective on the challenges of innovation and reflect on what they have learned in the course. Information collected during the interview will be used solely to complete the assignment and may be shared with class members and the instructor. If you have additional questions or concerns, or you would like to withdraw your consent to participate in the interview process, you can contact Frank Spitznogle at frank.spitznogle@gcu.edu. Again, thank you for taking the time to participate in an interview and contribute to the educational experience of business students at Grand Canyon
though there remain differing viewpoints to this depending upon the nature of the knowledge being collected. First, there are a number of organizational factors which determine the approach toward knowledge management while also helping to identify the obstacles that may be in the organizations path. Hislop (2013) sited specific considerations for the cultivation of an strategy including, knowledge demands on the organization as determined by the markets in which it competes, organizational culture, workforce diversity, organizational size, work type, product or service characteristics, technology, and any specialized processes which might exist within the organization. In light of these elements, “it should be obvious that there is not one single way for an organization to manage knowledge”(Hislop., 2013, p.55). Additional challenges are brought to bear on the organization based upon the type of knowledge being
In to the article “The Innovation Value Chain”, Hansen and Birkinshaw discussed how the innovation challenges, in reality, are different from one company to another, and they indicated that “ there is no universal solution for organizations wanting to improve their ability to generate, develop, and disseminate new ideas.” In fact, I think this is the truth because organizations are different in the size, capacities, management systems, culture, and to what extend employees’ skills. Therefore, good solutions for one company’s challenges not necessary work for another one even if they are at the same level, and, sometimes in this same company, a successful solution that works for one situation might be wasteful or even harmful. In the article,
The utility of knowledge management has been debating for a long time. Knowledge is a strategic asset so it has to be managed like any critical assets of organization. In this article, the author argues that in the term "knowledge management", management is a doughnut with empty centre. Knowledge management, therefore, is primarily the business of those who actually make the dough the practitioners. Unless you are able to involve practitioners actively in the process, your ability to truly manage knowledge assets is going to remain seriously limited. The article proposes fundamental principles for effectively managing knowledge. The doughnut model of knowledge management is the key issue to be discussed in this article.
In this era, that we called knowledge workers era, knowledge is extremely important in order to gain sustainable competitive advantage according to Yaghoubi (2014). Organization can obtain, capture and utilize knowledge with the help of management to protect and keep the sustainability in long period. Knowledge management is use to maintaining success of organization. Knowledge management is process of creating and developing knowledge in organization with systematically effort to find, to create, to make access and to apply all intangible resources and to flourish the learning process in organization.
The main objective of writing this paper is in practice, the management of innovative process takes into account the most important criteria that reflect the substance of innovation and arising directly from the definition of "disruptive innovation". Such criteria include the degree of novelty and substantive content.
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
Effective knowledge transfer through a conversion of tacit knowledge to explicit knowledge can build a sustainable capacity to innovate within an organization and gain an external competitive advantage.
Therefore it was necessary to analyse the need for innovation, identify types of innovations, give documented examples, and discuss the importance that each type play in developing an organisation’s strategic competitive advantage. Various literature have been reviewed for this purpose.
Individuals’ knowledge and effective management of their knowledge should lead to performance outcomes for organizations to realize value from these activities (Hult 2003). Along with how effectively and efficiently people perform their tasks, organizations are increasingly valuing innovativeness and creativity in their employees (Hult 2003). Their innovativeness and creativity are aspects that allow them to solve new problems and generate value and in turn help their team and organization to become innovative and effective in generating value for customers (Hult 2003; Janz & Prasarnphanich 2003; Sabherwal & Becerra-Fernandez 2003).
1).Innovation Management:Innovation Management is the form of looking into future, of being creative, imaginative .It is used in the growth of product and also organizational innovation. It also includes tools which allows higher management & engineers to communicate with basic understanding of goals and its processes .Its main focus is to allow the organization to react quickly occurring within an organization, using its efforts to implement new ideas or its products. It also involves persons in contributing to the development of the companies manufacturing and also its marketing. Through development also innovation process can be done. There are two types of process involved in innovation management one is pulled and the other is pushed. Pushed process is the one in which the organization uses its technology to discover profitable applications. Pulled process is the one in which the focus is mainly in developing the efforts to find the solutions. There are two phases in innovation management .First phase includes design of the innovation and second phase includes the implementation. Internal bench marking can be established to measure the innovation. Managers should focus on ones attention on innovation cause to be necessary to infer something from information received on the complexity.
Innovation has become management 's new imperative. The proven management tools, techniques and clichés once embraced, are being challenged and shelved for a new set of rules and a new way of doing business. Business as usual doesn 't cut it any more. Enter innovation management.
Open innovation opens the doors for a vast array of ideas and suggestions that can help an organization succeed in being innovative. This will allow the organization to hold a competitive advantage when compared to their competition. Organizations who understand the importance of managing technological innovation will have an easier time succeeding than those organizations who feel they are safe and put innovation on the back burner. Managing technological innovation is essential in this day and age, where technology is advancing at a faster than