Incorporating futures research into regional knowledge creation and management

Uotila, Tuomo; Melkas, Helinä; Harmaakorpi, Vesa

doi:10.1016/j.futures.2005.01.001

Cited by 62 publications

(50 citation statements)

References 16 publications

(22 reference statements)

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“…(Nonaka & Takeuchi, 1995, p. 86;von Krogh, Ichijo, & Nonaka, 2000.) Uotila, Melkas, and Harmaakorpi (2005) have offered an extended SECI-model. They emphasized the need to deepen the future orientation of the SECI model by adding two new knowledge conversion modes into the model.…”

Section: The Creation Of New Knowledgementioning

confidence: 99%

Experiencing Creativity in the Organization: From Individual Creativity to Collective Creativity

Parjanen

2012

IJIKM

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Creativity is a component that enhances the ability of organizations to retain their competitive advantage as well as to stay ahead of their competitors. For creative organizations, the ideas and insights of their employees are of crucial importance. Most of the creativity research concentrates only on individual aspects of creativity. This paper also stresses the collective aspect of creativity in the organization. It studies how employees experience creativity and in what way they would support creative processes in their organization. The research material is from an action-based research project that tries to reveal innovation potential in all levels of the organization. According to the results, there is room for creativity in every job. However, creativity and especially the collective aspect of creativity in the organization are undervalued, though most of the work in the organization needs the expertise and creativity of many employees. This study also introduces the employee-driven way to support collective creativity in the organization.

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Section: The Creation Of New Knowledgementioning

confidence: 99%

Experiencing Creativity in the Organization: From Individual Creativity to Collective Creativity

Parjanen

2012

IJIKM

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“…This requires taking into account two additional phases of knowledge conversion: (i) the conversion of self-transcending knowledge to tacit knowledge (embodiment) and (ii) vice versa, the conversion of tacit knowledge to self-transcending knowledge (Uotila et al, 2005). Within a regional innovation network, these processes are both collective and individual.…”

Section: Incorporation Of Self-transcending Knowledge and Additional mentioning

confidence: 99%

Complex knowledge conversion processes and information quality in regional innovation networks

Uotila

Melkas

2008

Knowl Process Manag

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The list of topics associated with information quality grows. This paper introduces a new research area: regional innovation networks and their information and knowledge creation processes. Networking calls for new ways of investigating information and knowledge quality. Studies in heterogeneous innovation networks of organizations from different sectors have barely been undertaken. This paper focuses on information and knowledge, their quality and their relation to knowledge management in regional innovation networks. The paper presents results of two case studies. Regional knowledge creation processes need to be handled skilfully as to their basic materials and results. These should be of good quality at various stages of the complex, knowledge-intensive processes.

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“…Actors that are in the structural holes of two or more networks have a better chance of coming up with good ideas (Burt, 2004). A regional visionary capability is beneficial in functioning in multi-actor networks (Uotila, Melkas, & Harmaakorpi, 2005).…”

Section: Mode 2a Knowledge Generation and Innovationmentioning

confidence: 99%

Locating the Weak Points of Innovation Capability before Launching a Development Project

Kallio

Kujansivu²,

Parjanen³

2012

IJIKM

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Before launching a development project to enhance innovation capability, it is essential to know how innovation capability is comprehended. This paper suggests a procedure to locate the development targets of organizational innovation capability before making decisions on projects. First, from the viewpoint of practice-based innovation, an understanding of the concept of innovation capability is provided. Further, the suggested classification for innovation capability provides a basis for developing the measurement instrument. Finally, to answer the research question of how an innovation intervention should be targeted, this paper uses practical experiences of implementing the procedure in the setting of a single case company.

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Incorporating futures research into regional knowledge creation and management

Cited by 62 publications

References 16 publications

Experiencing Creativity in the Organization: From Individual Creativity to Collective Creativity

Experiencing Creativity in the Organization: From Individual Creativity to Collective Creativity

Complex knowledge conversion processes and information quality in regional innovation networks

Locating the Weak Points of Innovation Capability before Launching a Development Project

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