By Pierre Barbaroux, Amel Attour, Erik Schenk

This ebook explores the relationships among wisdom administration (KM) methods and innovation management.

The geographical extension of markets and intensification of pageant have led organisations to scan with novel techniques to innovation. New organizational types emerged during which organizations collaborate with a variety of stakeholders to create, soak up, combine and safeguard wisdom. This ebook explores how wisdom administration methods evolve with agencies’ implementation of interactive, collaborative and open innovation types and it identifies some of the wisdom varieties and procedures concerned through the diverse levels of the innovation process.

The authors supply operational typologies for realizing leading edge corporations’ functions and information administration practices and in addition speak about the most homes of 4 types of interactive innovation, particularly open innovation, user-centric innovation, community-based innovation and crowdsourcing.


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40 Knowledge Management and Innovation According to Baldwin and Clark [BAL 06], in this context, the development and exchange of architectural knowledge need: – to dispose of a cartography of all of the functions of innovation; – to identify the components of innovation and their interactions; – to know how the potential change of a component or its interactions impact on the performance of innovation or of its system. 7). The knowledge generation process that characterizes the birth phase of Sophia Zen depends on the sharing of background knowledge corresponding to each of the ecosystem’s actors.

E. the interfaces that relate the components, for example). It is therefore a question of background knowledge that includes routines and organization of knowledge components [TAL 04]. This knowledge is firmly rooted in existing structures and procedures, developed and enacted in the framework of an innovative process combining many markets and heterogeneous technical elements [HEN 90]. In this way, they provide a competitive advantage because of the uniqueness of the product architecture they propose.

Through this theoretical model, Nonaka and Takeuchi [NON 95] show that understanding of the knowledge creation processes depends precisely on the comprehension of the transformation process operated by two knowledge spirals. 2. SECI model of Nonaka and Takeuchi [NON 95]: “Knowledge Spiral” Knowledge Typology and Knowledge Processes at the Service of Innovation 27 According to Nonaka and Takeushi [NON 97], the interaction of tacit and explicit knowledge (epistemological dimension) generates a “spiral” of knowledge creation which, in turn, engenders an ontological knowledge spiral (individual– organizational).

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