Knowledge Management and Innovation in Networks

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We can provide insights on the cultural dimension.

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Recognize Knowledge and Information as Important Assets. Methods need to be developed to value and assess these assets and their exploitation. These methods do not need to be as detailed as skills data-bases or information audits, but something tailored to their effective management and growth as valued assets.

Innovation and Knowledge Management

We can provide check-lists and tools to help this process. Some of the most successful innovations would never have been got past the starting post with financially oriented cost-benefit analyses. We can suggest other, more appropriate grids and checklists for evaluating opportunities.

Develop Networking Structures and Bridging Mechanisms Innovation networks operate across department and organization boundaries.

Knowledge management and innovation: networks and networking - Semantic Scholar

Traditional hierarchical structures and rules must be modified to allow innovation to flourish. We can identify appropriate bridging mechanisms and provide guidelines for managing in a networked organization. Apply Computer Technology to Augment Knowledge Processing Various groupware and conceptual mapping tools can significantly enhance creativity and the effectiveness of knowledge development for innovation. We can advise on appropriate socio-technologies for know-how and intelligence sharing.

Phase 1 - Technology Transfer Discrete movement of something from one place to another - technology push or demand pull. Something moves from labs to production, from university to industry.

Global KM Network Directory

Most typically information e. Phase 2 - Knowledge Exchange Recognizes the role of people as a transfer medium and of knowledge as information in a context.

Ideas flow between researchers and users. Each informs the other.

Master of Knowledge Management and Innovation (M2)

More of a two-way dialogue, though since it often starts late in the innovation cycle, much knowledge exchange has a one way emphasis. Phase 3 - Knowledge Collaboration Ideas are developed jointly. There is less certainty at the outset of 'what' will be developed. People from multiple disciplines work together to solve a problem, as in concurrent engineering processes.

New ideas and insight are gained as a result of the interaction. Phase 4 - Knowledge Innovation Systems There is too much at stake to be left to serendipity. Management issues come to the fore. A more systematic and systemic approach is adopted. Socio-technical and business systems are aligned; priorities are continually reviewed in light of the progress of the innovation and the developments in the marketplace.

The innovation system is a learning system. Services for business.

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