Organizations are finding it more and more difficult to stay in balance with the pace of change. The continuous rise of business opportunities and the increase in global competition demands proactive knowledge management tools, new capabilities and an ability to renew and reconfigure existing capabilities. This paper presents a framework of the scenario process as a management tool for creating and sharing future‐oriented tacit knowledge in knowledge networks and describes how dynamic capabilities can be developed in view of future scenarios. The theoretical framework was tested in an inter‐industrial research project resulting in very promising findings about managing tacit, future‐oriented knowledge.
To be able to utilise opportunities in a radically changing business environment, various organisations are transforming their practices towards open innovation processes. Openness does not, however, mean any kind of looseness in innovation management but calls for coordination and facilitation. The challenge for the management in the open innovation process is to find out the appropriate methods and practices for the utilisation of external knowledge resources. One of the first attempts, this study brings two widely utilised innovation management methods — scenarios and the group decision support system (GDSS) — to the open innovation context and suggests guidelines for the management of the open innovation process in an inter-organisational context.
The innovation space has become more complex and knowledgeintensive. As a result, it is increasingly important to see innovations as knowledge that is embodied in learning and technical and organisational knowledge bases. However, in processes, such as innovation development, individuals make sense of it and utilise existing knowledge differently when making decisions about which design of new technology to adopt and develop. This paper highlights the importance of a certain group's cognition in the recognition of new innovations and business opportunities, and presents a method to explore the cognition of different groups. In this study based on a 2-year research project, two different working groups assessed the future innovation and business opportunities in the field of distributed energy generation. Through analysing the results and by presenting the potential method -the heuristic scenario method -to explore cognition in innovation processes, this paper helps to fill the lack of methodologies in cognition research.Reference to this paper should be made as follows: Bergman, J-P., Jantunen, A., Saksa, J-M. and Hurmelinna-Laukkanen, P. (2007) 'Cognition of experts and top managers about the changes in innovation space', Int.
Little research has been done on the adoption and implementation of administrative innovation and its diffusion within the organization. In our study we explore this in the context of Total Quality Management in a large, global company. The analysis is based on extensive historical data and in-depth interviews. Our findings highlight the role of internal change agents in the diffusion process within the firm. We also open up the dynamics of the adoption process and illustrate how the adopted administrative innovation is transformed during the adoption and implementation phases.
Lappeenrannan teknillisessä yliopistossa käynnistettiin talvella 2000 työssäkäyville aikuisille suunnattu digitaalisen viestintätekniikan ja tietojohtamisen maisteriohjelma. Tavoitteet asetettiin korkealle niin opiskelijoiden oppimisen, oppimisprosessien, tutkinnon suorittamisajan kuin uusien opintosuuntien kehittämisessä. Uusien prosessien rakentaminen vaati runsaasti työtä sekä yliopiston henkilökunnalta että aikuisopiskelijoilta, mikä näkyi myöhemmin projektin laadussa sekä tuloksellisuudessa. Esittelemme tässä koulutuksen järjestäjän näkökulmasta uuden, innovatiivisen ohjelman rakentamisessa käytettyjä aikuisopiskeluun liittyviä menetelmiä sekä opiskelijoiden kokemuksia.
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