Tranfield, David and Young, Malcolm and Partington, David and Bessant, John and Sapsed, Jonathan (2003) Knowledge management routines for innovation projects: developing a hierarchical process model. International Journal of Innovation Management, 7 (1). pp. 27-49. ISSN 1363-9196

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Abstract

In this paper we use the literature on knowledge management and innovation, together with empirical data, to develop a process model for knowledge management routines in the context of innovation projects. First we develop a high-level conceptualisation from the literature, the model characterising knowledge management as consisting of three distinct phases: Discovery, Realisation and Nurture. We then expand this three phase perspective into a model of generic knowledge management routines, reporting four contrasting, exemplar cases from a wide ranging study across business sectors. Using the notions of radical and incremental innovation in both products and processes we illustrate how the three high-level phases may be further expanded into a more detailed conceptualisation of the knowledge management process. This comprises eight generic routines: Search, Capture, Articulate, Contextualise, Apply, Evaluate, Support and Re-innovate. We derive a new description of knowledge management and discuss the practical implications of the model, including the opportunities which exist for cross-sector learning between organisations which are superficially dissimilar. We conclude that the successful management of organisational knowledge in the context of innovation requires attention to be paid to all eight generic routines and to the influence of enablers and blockers operating both inside and outside the framework of routines

Item Type:	Article
Additional Information:	In this paper we use the literature on knowledge management and innovation, together with empirical data, to develop a process model for knowledge management routines in the context of innovation projects. First we develop a high-level conceptualisation from the literature, the model characterising knowledge management as consisting of three distinct phases: Discovery, Realisation and Nurture. We then expand this three phase perspective into a model of generic knowledge management routines, reporting four contrasting, exemplar cases from a wide ranging study across business sectors. Using the notions of radical and incremental innovation in both products and processes we illustrate how the three high-level phases may be further expanded into a more detailed conceptualisation of the knowledge management process. This comprises eight generic routines: Search, Capture, Articulate, Contextualise, Apply, Evaluate, Support and Re-innovate. We derive a new description of knowledge management and discuss the practical implications of the model, including the opportunities which exist for cross-sector learning between organisations which are superficially dissimilar. We conclude that the successful management of organisational knowledge in the context of innovation requires attention to be paid to all eight generic routines and to the influence of enablers and blockers operating both inside and outside the framework of routines
Keywords:	Information management, Knowledge management routines, Organisational routines, Innovation, Process methodology
Subjects:	P Mass Communications and Documentation > P110 Information Management N Business and Administrative studies > N200 Management studies
Divisions:	College of Social Sciences > Faculty of Business & Law > Lincoln Business School
Depositing User:	Bev Jones
Date Deposited:	06 Sep 2007
Last Modified:	18 Jul 2011 16:12
URI:	http://eprints.lincoln.ac.uk/id/eprint/601

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