Knowledge management and process innovation: the knowledge transformation path in Samsung SDI

Abstract

Explores the connection between knowledge management (KM) and process innovation (PI). Although these are popular themes in the literature on management innovation, there is not much discussions of these issues. On the one hand, KM has been treated as a managerial fad that is mainly focused on knowledge generation, dissemination, and utilization. Moreover, the advocates of KM seem to be concerned with building knowledge management systems (KMS). On the other hand, PI is regarded as an efficiency‐oriented process redesign and re‐engineering (or BPR), which seems to be nothing to do with KM. However, the case study of Samsung SDI shows that in the real world KM is deeply linked with PI. For illustrating the KM strategy of Samsung SDI, uses the term “PI‐based KM”. Sheds light on two points: the features of process knowledge can be studied in the sense that knowledge associated with process is dubbed “process knowledge”; and socio‐cultural features of KM should be illustrated in terms of knowledge transformation path in the information space.

Accounting as an engine: The performativity of calculative practices and the dynamics of innovation

“…Perlocutionary acts, rather than being the exception, are the most important and most common form of economic performative (Cochoy et al, 2010, p. 142). exploiting' existing resources (Gatignon et al, 2004;Smith and Tushman, 2005) and reinforces the applicability and potential of established technologies and knowledge (Daft, 1982;Ettlie, 1983;Abernathy and Clark, 1985;Hill and Rothaermel, 2003;Andriani, 2002, 2003;Jang et al, 2002;Subramaniam and Youndt, 2005). Incremental innovation requires so-called traditional strategies (Ettlie et al, 1984) and can be associated with what Normann (1971) calls 'variations' understood as refinements and modifications.…”

Knowledge processes, knowledge‐intensity and innovation: a moderated mediation analysis

“…These conceptual arguments have received some empirical support. Few case studies demonstrate that knowledge management systems support innovation (Jang et al, 2002;Suh et al, 2004). Wide-scale, quantitative research in this area is quite scarce, yet it also supports idea about the positive relationship between knowledge management and innovation (Gloet and Terziovski, 2004;Darroch, 2005;Kiessling et al, 2009;Kianto, 2011).…”

Key Determinants of Success to Achieve Sustainable Competitive Advantage (SCA)

“…Drucker (1993) predicted that competitive advantage in the future would be determined by knowledge resources, or what is known as knowledge workers. Consequently, both scholars and practitioners have increasingly paid great attention to an organization's ability to identify, capture, create, share or accumulate knowledge (Jang, Hong, Bock, & Kim, 2002;Kogut & Zander, 1996;Michailova & Husted, 2003;Nonaka & Takeuchi, 1995). Many researchers pointed out that knowledge would replace equipment, capital, materials and labor to become the most important element in production.…”