LEADER 05678nam 2200649 450 001 9910136956403321 005 20231108035541.0 010 $a1-119-33021-1 010 $a1-119-33004-1 035 $a(CKB)3710000000750891 035 $a(EBL)4593128 035 $a(OCoLC)954046287 035 $a(Au-PeEL)EBL4593128 035 $a(CaPaEBR)ebr11236660 035 $a(CaONFJC)MIL940967 035 $a(CaSebORM)9781848218819 035 $a(MiAaPQ)EBC4593128 035 $a(EXLCZ)993710000000750891 100 $a20160812h20162016 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aKnowledge management and innovation $einteraction, collaboration, openness /$fPierre Barbaroux, Amel Attour, Eric Schenk 205 $a1st edition 210 1$aLondon, [England] ;$aHoboken, New Jersey :$cISTE :$cWiley,$d2016. 210 4$dİ2016 215 $a1 online resource (135 p.) 225 1 $aSmart Innovation Set ;$v6 225 1 $aTHEi Wiley ebooks 300 $a"Innovation, Entrepreneurship, Management Series"--Cover. 311 $a1-119-33013-0 311 $a1-84821-881-8 320 $aIncludes bibliographical references and index. 327 $aCover; Title Page; Copyright; Contents; General Introduction: Knowledge Management at the Heart of Innovation; Aims of the publication; Outline of the plan; 1: Innovation Processes, Innovation Capabilities and Knowledge Management; 1.1. Does knowledge management improve the performance of innovating enterprises?; 1.1.1. Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises?; 1.1.2. Beyond the enterprise: knowledge management, innovative territories and innovation projects 327 $a1.2. Innovation capability and knowledge management1.2.1. The decomposition of innovation: invention and commercialization; 1.2.2. Innovation activities and aptitudes; 1.2.3. Dynamic capability and knowledge processes; 1.2.4. Innovation capability as dynamic capability rooted in the management of knowledge; 2: Knowledge Typology and Knowledge Processes at the Service of Innovation; 2.1. Knowledge generation; 2.1.1. Knowledge creation: a process of combination/recombination of background knowledge; 2.1.2. Absorption and integration of knowledge; 2.2. Knowledge application 327 $a2.2.1. Codification and personalization: two complementary strategies of knowledge alignment2.2.2. The role of architectural knowledge in the process of knowledge alignment; 2.3. Knowledge valorization; 2.3.1. Patents: protection and knowledge management instruments; 2.3.2. Cooperation agreements: instruments of anticipation of knowledge management strategies; 3: Managing Knowledge to Innovate: Open and Distributed Innovation Models; 3.1. Open innovation; 3.1.1. The concept of open innovation; 3.1.2. The two facets of open innovation; 3.1.3. Open innovation modalities 327 $a3.1.4. The importance of intellectual protection3.1.5. Advantages and drawbacks of open innovation; 3.1.6. Implementation of open innovation; 3.2. User innovation; 3.2.1. The concept of user innovation; 3.2.2. Lead users activities; 3.2.3. Competencies of user-innovators; 3.2.4. Implementation of user innovation; 3.2.4.1. Identification of lead users; 3.2.4.2. User toolkits; 3.3. Innovating with communities; 3.3.1. Social interactions and knowledge production within communities; 3.3.2. Communities in the firm: between governance and spontaneity 327 $a3.3.3. Innovating with external communities: the role of the middleground3.4. Crowdsourcing; 3.4.1. A typology of crowdsourcing; 3.4.1.1. Simple task CS; 3.4.1.2. Creative production CS; 3.4.1.3. Problem-solving CS; 3.4.2. The relevance of crowdsourcing for innovation; 3.4.3. Crowdsourcing platforms; 3.4.4. Crowdsourcing and other open innovation models; General Conclusion: The Four Challenges of Knowledge Management at the Service of Innovation; Monitoring the internal and external environment; Selection of knowledge sources; Integration of knowledge sources 327 $aImplementation of the appropriation regime 330 $aThis book explores the relationships between knowledge management (KM) processes and innovation management. The geographical extension of markets and intensification of competition have led firms to experiment with novel approaches to innovation. New organizational forms emerged in which firms collaborate with various stakeholders to create, absorb, integrate and protect knowledge. This book explores how knowledge management processes evolve with firms? implementation of interactive, collaborative and open innovation models and it identifies the various knowledge types and processes involved throughout the different phases of the innovation process. The authors provide operational typologies for understanding innovative firms? capabilities and knowledge management practices and also discuss the main properties of four models of interactive innovation, namely open innovation, user-centric innovation, community-based innovation and crowdsourcing. 410 0$aSmart innovation (Series) ;$v6. 410 0$aTHEi Wiley ebooks. 606 $aKnowledge management 615 0$aKnowledge management. 676 $a658.4038 700 $aBarbaroux$b Pierre$0903862 702 $aAttour$b Amel 702 $aSchenk$b Eric 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910136956403321 996 $aKnowledge management and innovation$92020528 997 $aUNINA