Microfoundations of innovative capabilities: The leverage of collaborative technologies on organizational learning and knowledge management in a multinational corporation

Who Wants to Be an Intrapreneur? Relations between Employees’ Entrepreneurial, Professional, and Leadership Career Motivations and Intrapreneurial Motivation in Organizations

“…One of the core challenges facing innovative organizations is how to take knowledge stored at the individual level and make it available (and useable) at the organizational level (Schneckenberg et al, 2015). The dynamic capability framework (Teece, 2007) identifies microfoundations of innovative and adaptive capabilities as being located in managerial and organizational structures, systems, processes, and procedures.…”

“…However, focusing at the level of structures and processes diverts attention away from the role of individuals in innovation. As Schneckenberg et al (2015) note: “While learning and knowledge sharing take place in community conversations, the quality of conversations depends on cognitive and attitudinal prerequisites of community members” (p. 364). Our study highlights the importance of one attitudinal component (i.e., EPL motivation) in the context of firm innovation.…”

“…Schneckenberg et al (2015) make the point that “sources for corporate innovation have become more dependent on high-level scientific and technological knowledge” (p. 356). Bendig et al (in press) recognize this, and recommend that companies seeking to build dynamic capabilities in areas such as R&D need to invest training and information sharing around current technologies.…”

The impact of knowledge management on enterprise innovation capability: the mediation effect of dynamic capability

“…Successful knowledge management and organizational learning lead to more effective enterprise innovation performance, and ultimately affect success rate of new products and services in the marketplace [7]. Gaining knowledge from external markets and internal employees creates opportunities for companies to integrate existing knowledge and create new knowledge.…”

“…Reference [6] points out that although the diversified knowledge can inspire more creative, diverse knowledge will distract the enterprise investment and lead to the lack of enough comprehensive integration and utilization which will make these ideas just hit a shallow surface and hardly penetrate the root cause to achieve breakthrough innovation. The existing knowledge management research has difficulty in explaining why there is a huge differences with the same knowledge management platform and the result of the strategy of enterprise based on knowledge [7].…”