Designing and Enabling Spaces for collaborative knowledge creation and innovation: From managing to enabling innovation as socio-epistemological technology

Peschl, Markus F.; Fundneider, Thomas

doi:10.1016/j.chb.2012.05.027

Cited by 58 publications

(48 citation statements)

References 22 publications

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“…Thus, the internal view highlighted the crucial role of the creative and absorptive capacity of individuals within the organization [17]. Researchers that focused on the ecosystem view argued that a singular organization is embedded in an ecosystem [14], and much knowledge creation happens between organizations or industries, or by networks of organizations including suppliers, users, competitors, universities, public research centers, etc. [18,19].…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

“…Generally, research into knowledge creation at the group level focuses on knowledge development and conversion, and argues for a close relationship between individual and organizational learning [13]. Studies on knowledge creation at the organizational level have suggested that we have at least two perspectives to understand the process of knowledge creation in organizations: the internal view and the ecosystem view [14]. Research studies that focused on the internal view emphasized that new knowledge begins with intuitive metaphors that link contradictory concepts [15], and may be created when prior knowledge is shared and transferred among members of an organization [16].…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

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Knowledge Creation Process and Sustainable Competitive Advantage: the Role of Technological Innovation Capabilities

Zhang

Lin

et al. 2017

Sustainability

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This study examines the relationship between the knowledge creation process and technological innovation capabilities, and analyzes their effect on a firm's sustainable competitive advantage using a knowledge-based view theoretical framework. We conduct structural equation modeling analyses using survey data from 315 Chinese industrial firms to test the direct and indirect effects of the knowledge creation process on sustainable competitive advantage. Technological innovation capabilities-operationalized to reflect the dimensions of process innovation capability and product innovation capability-are used as the mediating variable for explaining the relationship between the knowledge creation process and sustainable competitive advantage. The results indicate that the knowledge creation process does not have a significant direct effect on sustainable competitive advantage. Rather, the knowledge creation process can only influence the sustainable competitive advantage through the mediating effect of technological innovation capabilities completely. Consequently, the knowledge creation process favors the development of technological innovation capabilities for processes and products, because processes and products can lead to a sustainable competitive advantage.

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Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

Knowledge Creation Process and Sustainable Competitive Advantage: the Role of Technological Innovation Capabilities

Zhang

Lin

et al. 2017

Sustainability

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“…Recent studies in this area have revealed that one of the most underpinning factors in ICT is innovation (Toppeta, 2014;Peschl & Fundneider, 2014) whereas it can impact organizational performance (particularly Balanced-Score Card perspectives as suggested by Kaplan and Norton (1995). Balanced-Score Card perspectives (BSC) is considered to be one of the most reliable measures in performance evaluation (Hojabri et al, 2013;Borousan et al, 2011), according to which, performance should be evaluated from four different perspectives including customer satisfaction, financial performance, internal process, and learning and growth.…”

Section: Introductionmentioning

confidence: 99%

Moderating Role of the Transformational Leadership in the Relationship between HRM Practices and Performance: A Study of ICT Companies of Malaysia

Mansouri¹

2016

ASS

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This paper primarily aims to highlight that transformational leadership influences the relationship between human resource management (HRM) practices. Extant research studies have revealed that HRM practices have noticeable potential to increase employees and organizations performance. However, this study proposes transformational leadership as moderator of the relationship between HRM practices and organization's performance. Prime HRM practices of this study consists of training, staffing, performance evaluation, reward system, and participation while transformational leadership have five components namely, vision, inspirational motivation, intellectual stimulation, personal recognition, and supportive leadership. With the purpose of emphasizing on the significance of underlying variables of this study, research problem is linked to Information and Communication Technology (ICT) companies in Malaysia.

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“…[38] found that business value can be achieved through KIM in ICT-enabled projects, through increasing knowledge alignment and enhancing knowledgeintensive project management outcomes. Others suggest that because of its social and epistemological complexity, the process of innovation can best be enhanced by creating an enabling mechanism that facilitates knowledge creation and innovation, rather than simply relying on ICT or mechanistic approaches to the innovation process [39]. This constitutes another area of opportunity for KIM to assist in delivering both innovation performance and business results.…”

Section: Figure 1 Kim Capability Frameworkmentioning

confidence: 98%

Knowledge and Innovation Management: Developing Dynamic Capabilities to Capture Value from Innovation

Gloet

Samson

2016

2016 49th Hawaii International Conference on System Sciences (HICSS)

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This qualitative research examined the links between business models, business strategy and innovation and investigated the extent to which knowledge and innovation management (KIM) contributes to the processes of value creation, value networks and value capture across six organizations characterized by successful innovation performance and strong KIM practices. The development of KIM as a dynamic capability increases the capacity of an organization to add value to the existing business model through innovation, and also provides opportunities for superior performance. The analysis of the data revealed the main areas where KIM was well established as a dynamic capability within these organizations, as well as gaps and challenges, particularly in terms of delivery of both innovation performance and business success. Findings from this exploratory research also suggest that the development of dynamic capabilities in KIM are dependent on robust measurement practices, and that feedback and reinvestment of value captured are essential to sustained competitive advantage.

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Designing and Enabling Spaces for collaborative knowledge creation and innovation: From managing to enabling innovation as socio-epistemological technology

Cited by 58 publications

References 22 publications

Knowledge Creation Process and Sustainable Competitive Advantage: the Role of Technological Innovation Capabilities

Knowledge Creation Process and Sustainable Competitive Advantage: the Role of Technological Innovation Capabilities

Moderating Role of the Transformational Leadership in the Relationship between HRM Practices and Performance: A Study of ICT Companies of Malaysia

Knowledge and Innovation Management: Developing Dynamic Capabilities to Capture Value from Innovation

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