为持续创新宏观的知识管制流程Macroprocessofknowledgemanagementforcontinuousinnovation7docWord格式文档下载.docx
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为持续创新宏观的知识管制流程Macroprocessofknowledgemanagementforcontinuousinnovation7docWord格式文档下载.docx
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Findings–AnetworkingprocessofcontinuousinnovationbasedonKMisproposedbyincorporatingthephaseofinternalization.Threesourcesoforganizationalknowledgeassetsininnovationareidentified.Then,basedonthetwocoreactivitiesofinnovation,ameta-modelandamacroprocessofKMareproposedtomodelthemechanismsofKMforcontinuousinnovation.Then,inordertooperationalizetheKMmechanisms,ahierarchicalmodelwithfourlayersisconstructedbyintegratingthreesourcesofknowledgeassets,themeta-modelandthemacroprocessintotheprocessofcontinuousinnovation.
Practicalimplications–AccordingtothelessonslearnedaboutKMpracticesinpreviousresearch,thethreeperspectivesofKMshouldcollaboratewithoneanotherforsuccessfulimplementationofKMprojectsforinnovation;
thenetworkingprocessofinnovationprovidesanewwaytointegrateKMprocessininnovation;
thehierarchicalmodelprovidesasuitablearchitecturetoimplementsystemsofKMforinnovation.
Originality/value–Themeta-modelandmacroprocessofKMexplainhowthenextgenerationofKMcanhelpthevaluecreationandsupportthecontinuousinnovationfromthesystemsthinkingperspective.Thehierarchicalmodelillustratesthecomplicatedknowledgedynamicsintheprocessofcontinuousinnovation.
KeywordsKnowledgemanagement,Innovation,Thinking
PapertypeResearchpaper1.Introduction
Underthefiercecompetition,companiesarecompelledtoinnovateinordertobesuccessfuleventosurviveintheglobalmarket.Itisreportedthatsuccessfulcompaniesproduce75percentofrevenuesfromnewproductsorservicesthatdidnotexistfiveyearsago(Smith,2006).Thecompetitionbasedonknowledgeandinnovationasaneffectivestrategyishighlyvaluedbycompanies.Therefore,knowledgeandinnovationareconsideredasthecrucialsourcesforsustainingthecompetitiveadvantageofacompany(NonakaandTakeuchi,1995).Recently,asurveyinKPMG(1998)of100leadingcompaniesinUKhadfoundthatnearlyhalfoftheinvestigatedfirmswereundertakingsomekindofknowledgemanagement(KM)initiativesforpromotingtheircompetitiveperformance.Meanwhile,academicpublicationsaboutKMandinnovationrocketduringthepastdecadesaccordingtothestatisticsofmajordatabasessuchastheProQuestdatabase,ScienceDirectandISIwebofDOI10.1108/136*********059536VOL.14NO.42010,pp.573-591,QEmeraldGroupPublishingLimited,ISSN1367-3270jJOURNALOFKNOWLEDGEMANAGEMENTjPAGE
573
JingXu,Re´
lGardoniarebasedattheLaboratoireduGe´
niedelaConception,InstitutNationaldesSciencesApplique´
esdeStrasbourg,Strasbourg,France.
PortionsoftheresearchinthispaperaresupportedbytheChineseScholarshipCouncil,andtheauthors’partnercompany.Theauthorsappreciatesincerelytheeffortsandcommentsoftheanonymousreviewers.Received:
16October2009
Accepted:
1April2010
science(ScarbroughandSwan,2001;
Fagerbergetal.,2005).KMandinnovationhave
comeintotheforefrontofscientificresearch(Goh,2005).Consequently,howtoturnthe
availableknowledgeintoprofitableinnovationsandbringthemtothemarketinacontinuous
mannerbecomeamajorconcernbothofindustriesandacademics.
ManyresearchprogramsonKMhavebeencarriedoutfromdifferentpointsofview:
economics,management,technologyandengineering(Liebowitz,1999).Sinceinnovation
wasfirstintroducedbySchumpeter(1934),ithasbeenstudiedfromthevarious
perspectivessuchasfromthepointofviewofmanagement(Drucker,1993),ofcreativity
(Amabile,1996),oftechnologyevolution(Althshuller,1988)andrecentlyofinformationand
engineeringwithafocusoncomputeraidedinnovation(Leon,2009).Itisclearthat
knowledgeasanimportantassetsinacompanyshouldbemanagedinordertofostermore
innovation.
OwingtothemultidisciplinarynaturesofKMandinnovation,onlyafewstudiestryto
investigatetheircomplexrelationshipsbutmainlyfromaspecificpoint-of-view.Fromthe
pointofviewofmanagement,Swanandhisresearchfellows(SwanandNewell,2000;
Swan,
2007)havecontrastedthreeperspectivesofKMsuchasproduction,processandpractice
fordifferentepisodesofinnovation.Fromthetechnologicalviewpoint,AlaviandLeidner
(2001)arguethatinformationandcommunicationtechnologiescanbeinstrumentaltoKM
processandcatalyzeinnovation.Inthecommunityofcreativityandinnovation,human
creativityandtacitknowledgeareregardedasthemainsourcesofcontinuousinnovation
(NonakaandTakeuchi,1995;
KoskinenandVanharanta,2002).However,thereisalackofa
comprehensiveintegrationofthemechanismsofKMforinnovationfromasystemsthinking
viewpoint(Rubenstein-Montanoetal.,2001;
Jungetal.,2007).
Managingknowledgeforinnovationhasseveraldifficulties(ChapmanandMagnusson,
2006)suchasthereconcilementofperspectivesoninnovationandknowledge,the
heterogeneityanddistributionofknowledgeincompaniesandthebalancebetween
knowledgeexplorationandexploitation.AsKMandinnovationarecloselylinked,these
difficultiesshouldbeinvestigatedfromasystemicpointofview.Thus,thepurposeofthis
studyistoexplorethemechanismsofKMforinnovationfromtheviewpointofsystems
thinkingsothatthecomprehensiveeffectsofKMininnovationprocesscanbeanalyzed.
Insections2and3,themultidisciplinaryliteratureonknowledgeandinnovationhasbeen
reviewedwiththeidentificationoftheircurrentproblemsandtrends.Byseeingknowledge
asaconceptwithmultifacetednature,threeperspectivesofKMaredistinguishedand
comparedandknowledgecreationandusageareproposedascoreactivitiesforinnovation.
Bystudyingthedifferentinnovationprocessesinliterature,anessentialrequirementof
continuousinnovationisidentifiedandtheabsenceofanintegralmodelofKMforinnovation
hasbeenoutlined.Insection4,accordingtoouranalyses,anetworkingprocessof
continuousinnovationthroughKMisconstructedandthefunctioningofanadditionalphase
ofinternalizationisdiscussed.Insection5,threesourcesoforganizationalknowledgeare
distinguished.Theninsection6,KMismodeledbyameta-modelbyfocusingonthe
interactionsofknowledgecreationandusage.AmacroprocessofKMforinnovationisbuilt
byextendingthemeta-modelintotheknowledgelifecyclefromthreeperspectives.Then,in
ordertooperationalizethemechanismsofKMforinnovation,ahierarchicalmodelwithfour
layersisproposedbyintegratingthenetworkingprocessofinnovation,meta-modeland
macroprocessofKMintoacogentframeworkfromahuman-centeredpoint-of-view.This
modelvisualizestheknowledgeflowsandtheinteractionsbetweenKMandinnovation
throughfourlayers.Finally,thefutureperspectiveofourresearchandanapplicationofour
modelarediscussed.
2.PerspectivesandcoreactivitiesofKMforinnovation
Thatknowledgeisakeycomponentofallformsofinnovationisawidelyacceptedprinciple
ofmoderninnovationmanagement(ChapmanandMagnusson,2006).Knowledgeismore
andmoreregardedasavitalassetandthemainsourceofthecompetitiveadvantageofa
company.Becauseofitsmysteriousnature,thereisnosimpledefinitionofknowledgePAGE574jJOURNALOFKNOWLEDGEMANAGEMENTjVOL.14NO.42010
generallyaccepted.Theepistemologyhasalsochangedfromamonistviewtothepluralist
one(CookandBrown,1999).Knowledgeisdifferentfromdataandinformation,butrelated
tobothofthem(DavenportandPrusak,1998).Unlikedataandinformation,knowledge
emergesfromhumaninterpretationsandtheircomplexinteractions(Stacey,2000)that
makeitintangibleandsociallyconstructedandembeddedinsocialnetworks.
Fromthesystemsthinkingperspective,knowledgeshouldberegardedasamultilevel
conceptembeddedinenvironment(CarayannisandCampell,2005).Thusforinnovation,a
moreholisticviewshouldseeknowledgeasmultilayeredandmultifaceted,comprising
cognition,actionsandresources(SwanandNewell,2000).Bothitsstaticanddynamic
aspectsshouldbemanagedinorderforbetterreuseandinnovation.Inordertocapturethe
multifacetednatureofknowledge,weadopttheworkingdefinitionofknowledgeproposed
byDavenportandPrusak(1998):
Knowledgeisamixofframedexperience,values,contextualinformationandexpertinsightthat
providesaframeworkforevaluatingandincorporatingnewexperiencesandinformation.
Althoughthisdefinitionisnotastrictone,itcanincludeboththestaticanddynamicaspects
ofknowledge.
Withtheincreasingamountofknowledge,aurgenttaskforcompaniesishowtoeffectively
managetheirknowledgeandtocreateaddedvalueswithfurtherinnovation.SinceWiig
coinedtheterm‘‘knowledgemanagement’’,ithasbeenstudiedwithmanya
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