Knowledge Innovative Organization: The Effect of Constant Organization Renewal

Abu Saleh Md. Sohel-Uz-Zaman, Umana Anjalin

.

DOI: 10.4236/jssm.2009.24046                

Abstract

The term ‘knowledge’ is getting increased importance as the economy is becoming progressively knowledge intensive. Contemporary view of innovation management is acknowledging knowledge as the most effective source of innovation. Success of the business depends on how successfully knowledge is used for innovation. As a result, organizations are increasingly embracing knowledge strategy for their innovation scheme. Incorporating knowledge in the innovation process; building innovative capabilities and identifying essential features of a knowledge innovative organization are the key concerns of this study. Knowledge is a context specific notion. In this case study, the use of knowledge for innovation has been analyzed from an individual organization point of view so that contextual elements of a knowledge in-novative organization can be identified more precisely along with the institutional implications. Thus, this article would be able to provide a good number of meaningful indications in using knowledge for innovation; it would also shed light on constant capability building for innovation; nurturing of creativity and developing of knowledge infrastructure of a knowledge innovative organization. In addition, this study will be revealing the true nature of knowledge strategy and its application in the context of a developing country.

Keywords

Innovation, Knowledge, Knowledge-Innovative Organization (KIO), Knowledge Strategy, Competitive Ad-vantage, Capacity Development

Conflicts of Interest

The authors declare no conflicts of interest.

References

[1]	P. F. Drucker, “The post capitalist society,” Butter-worth-Heinemann, Oxford, 1993.
[2]	T. A. Stewart, “Intellectual capital: The new wealth of organizations,” Doubleday, New York, 1997.
[3]	M. H. Zack, “Developing a knowledge strategy,” Califor-nia Management Review, Vol. 41, No. 3, pp. 125–145, 1999.
[4]	T. Housel and A. H. Bell, “Measuring and managing knowledge,” McGraw-Hill Irwin, New York, 2001.
[5]	M. Grant, “Toward a knowledge-based theory of the firm,” Strategic Management Journal, Winter Special Is-sue, Vol. 17, pp. 109–122, 1996.
[6]	G. A. Verona, “Resource-based view of product devel-opment,” Academy of Management Review, Vol. 24, No. 1, pp. 132–142, 1999.
[7]	S. Newell, M. Robertson, H. Scarbrough, and J. Swan, “Managing knowledge work,” Palgrave, New York, 2002.
[8]	B. Kogut and U. Zander, “Knowledge of the firm, cogni-tive capabilities and replication of technology,” Organisa-tion Science, Vol. 3, No. 3, pp. 383–397, 1992.
[9]	M. Garcia-Murillo and H. Annabi, “Customer knowledge management,” The Journal of the Operational Research Society, Vol. 53, No. 8, pp. 875–884, 2002.
[10]	J. Kay, “Foundations of corporate success,” Oxford Uni-versity Press, Oxford, 1993.
[11]	J. R. Perez and P. O. Pablos, “KM and organizational competitiveness: A framework for human capital analy-sis,” Journal of Knowledge Management, Vol. 7, No. 3, pp. 82–91, 2003.
[12]	A. M. Van de Van, “Central problems in the management of innovation”, Management Science, Vol. 32, No. 5, pp. 590–607, 1986.
[13]	R. McDermott, “Why information technology inspired but cannot deliver knowledge management,” California Management Review, Vol. 41, No. 4, pp.103–117, 1999.
[14]	D. Leonard-Barton, “Core capabilities and core rigidities: A paradox in managing new product development,” Stra-tegic Management Journal, Summer Special Issue, Vol. 13, pp. 111–125, 1992.
[15]	D. Dougherty, “A practice-centered model of organiza-tional renewal through product innovation,” Strategic Management Journal, Summer Special Issue, Vol. 13, pp. 77–92, 1992.
[16]	E. Danneels, “The dynamics of product innovation and firm competences,” Strategic Management Journal, Vol. 23, No. 12, pp. 1095–1121, 2002.
[17]	W. M. Cohen and D.A. Levinthal, “Absorptive capacity: A new perspective on learning and innovation,” Adminis-trative Science Quarterly, Vol. 35, No.1, pp. 128–135, 1990.
[18]	M. Alvesson, “Knowledge work: ambiguity, image and identity,” Human Relations, Vol. 54, No. 7, pp. 863–886, 2001.
[19]	J. P. Liebeskind, “Knowledge, strategy and theory of firm,” Strategic Management Journal, Winter Special Is-sue, Vol. 17, pp. 93–107, 1996.