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Knowledge Management and Innovation


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Table of Contents

General Introduction vii

Chapter 1. Innovation Processes, Innovation Capabilities and Knowledge Management 1

1.1. Does knowledge management improve the performance of innovating enterprises? 2

1.1.1. Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises? 2

1.1.2. Beyond the enterprise: knowledge management, innovative territories and innovation projects 4

1.2. Innovation capability and knowledge management 7

1.2.1. The decomposition of innovation: invention and commercialization 8

1.2.2. Innovation activities and aptitudes 11

1.2.3. Dynamic capability and knowledge processes 15

1.2.4. Innovation capability as dynamic capability rooted in the management of knowledge 17

Chapter 2. Knowledge Typology and Knowledge Processes at the Service of Innovation 21

2.1. Knowledge generation 24

2.1.1. Knowledge creation: a process of combination/recombination of background knowledge 25

2.1.2. Absorption and integration of knowledge 31

2.2. Knowledge application 35

2.2.1. Codification and personalization: two complementary strategies of knowledge alignment 36

2.2.2. The role of architectural knowledge in the process of knowledge alignment 39

2.3. Knowledge valorization 42

2.3.1. Patents: protection and knowledge management instruments 44

2.3.2. Cooperation agreements: instruments of anticipation of knowledge management strategies 48

Chapter 3. Managing Knowledge to Innovate: Open and Distributed Innovation Models 53

3.1. Open innovation 54

3.1.1. The concept of open innovation 55

3.1.2. The two facets of open innovation 56

3.1.3. Open innovation modalities 57

3.1.4. The importance of intellectual protection 58

3.1.5. Advantages and drawbacks of open innovation 59

3.1.6. Implementation of open innovation 61

3.2. User innovation 61

3.2.1. The concept of user innovation 63

3.2.2. Lead users activities 65

3.2.3. Competencies of user-innovators 66

3.2.4. Implementation of user innovation 68

3.3. Innovating with communities 72

3.3.1. Social interactions and knowledge production within communities 74

3.3.2. Communities in the firm: between governance and spontaneity 75

3.3.3. Innovating with external communities: the role of the middleground 77

3.4. Crowdsourcing 79

3.4.1. A typology of crowdsourcing 79

3.4.2. The relevance of crowdsourcing for innovation 82

3.4.3. Crowdsourcing platforms 83

3.4.4. Crowdsourcing and other open innovation models 85

General Conclusion 87

Bibliography 91

Index 111

About the Author

Pierre Barbaroux is a Senior Researcher at the French Air Force Research Centre, Research Chair in "Aerospace cyber resilience" and Program Director for the Advanced Master in "Aerospace Project Management".Amel Attour is Associate Professor at the University of Nice Sophia Antipolis, GREDEG (UMR 7321), France and Program Director for the Advanced Master in "Engineers for Smart Cities".Eric Schenk is Associate Professor at the National Institute of Applied Sciences, Strasbourg, France, BETA-CNRS and Program Director for the Advanced Master in "Sustainable Development".

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