Knowledge codifiability, resources, and science‐based innovation

Abstract

Industry descriptions often depict science-driven industries as a single industry class, dominated by explicit knowledge in the form of patents, blueprints, diagrams, etc. This onedimensional view limits our ability to effectively manage the activities and routines across various stages of a science life cycle. The life cycle concept refers to the extent of development of the underlying scientific knowledge base. The knowledge in developed science fields (e.g. chemicals) is well codified, whereas in developing fields (e.g. biotechnology), it is less so. This variance creates interesting implications for innovation ± product development routines will differ across developed and developing sciences. The purpose of this paper is to compare and contrast the knowledge-and resource-based requirements of developed and developing science industries and the link to competitive advantage.

Convergent Innovation in Emerging Healthcare Technology Ecosystems: Addressing Complexity and Integration

“…However, the presumption in such an approach is that the knowledge is well codified (Cardinal et al, 2001). In convergence, this is more challenging, because such codification is initially limited.…”

Exploring Knowledge Management Practices

“…It entails the latest item for consumption, the modern technology, the innovative marketplace (Chen et al, 2004). Similarly, in merchandise enlargement schedule innovation process include the scientific, objective, and comprehension base actions (Cardinal et al, 2001). From the literature it is observed that innovation is supported by KM that consist creation of new thoughts and proper utilization of organizational resources.…”

“…In research and development the attributes of explicit knowledge are powerful with wealthy substitute of tacit knowledge. It is essential for unions to assemble assets and facilities that will permit them to confine and codify knowledge and product development practices, to make certain knowledge transfer (Cardinal et al, 2001). The third important role is cooperate in innovation is to allow the teamwork.…”

A study on new market development using a hybrid of QFD and ANP

“…There are literally many studies on how to detect such factors (Alavi & Leidner, 1999;Cavusgil et al, 2003;Cardinal et al, 2001). Gupta and McDaniel (2002), for instance, investigated the link between the KM in contemporary firms and the development of a sustainable competitive advantage.…”