KNOWLEDGE MANAGEMENT ROUTINES FOR INNOVATION PROJECTS: DEVELOPING A HIERARCHICAL PROCESS MODEL

David Tranfield (), Malcolm Young, David Partington, John Bessant () and Jonathan Sapsed
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David Tranfield: Cranfield School of Management, Cranfield, Bedfordshire MK43 0AL, UK
Malcolm Young: Cranfield School of Management, Cranfield, Bedfordshire MK43 0AL, UK
David Partington: Cranfield School of Management, Cranfield, Bedfordshire MK43 0AL, UK
John Bessant: CENTRIM, University of Brighton, Mithras House, Lewes Road, Brighton BN2 4AT, UK
Jonathan Sapsed: CENTRIM, University of Brighton, Mithras House, Lewes Road, Brighton BN2 4AT, UK

International Journal of Innovation Management (ijim), 2003, vol. 07, issue 01, 27-49

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.

Keywords: Knowledge management routines; organisational routines; innovation; process methodology (search for similar items in EconPapers)
Date: 2003
References: View complete reference list from CitEc
Citations: View citations in EconPapers (2)

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DOI: 10.1142/S1363919603000726

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