Building Knowledge Management Capabilities for Innovation Projects

David Tranfield, Malcolm Young, David Partington, John Bessant and Jonathan Sapsed
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David Tranfield: Professor, Director of Research and Faculty Development, Deputy Director and Cranfield School of Management, Cranfield University, Cranfield, Bedford, MK43 0AL, UK
Malcolm Young: Research Fellow and Cranfield School of Management, Cranfield University, Cranfield, Bedford MK43 0AL, UK
David Partington: Senior Lecturer in Project Management Director, Management Research Programmes and Cranfield School of Management, Cranfield University, Cranfield, Bedford MK43 0AL, UK
John Bessant: Chair in Innovation Management and Tanaka Business School, Imperial College London, South Kensington Campus, London SW7 2AZ, UK
Jonathan Sapsed: Senior Research Fellow and CENTRIM (Centre for Research in Innovation Management), University of Brighton, The Freeman Centre (University of Sussex campus), Falmer, Brighton BN1 9QE, UK

Chapter 6 in From Knowledge Management to Strategic Competence:Measuring Technological, Market and Organisational Innovation, 2006, pp 126-149 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThe following sections are included:Background — Innovation and Strategic AdvantageThe “D-R-N” Process Model of InnovationResearch MethodologyUnit of analysis — The organisational routineApproachSampleData collectionValidating the dataCase 1 Radical Product Innovation — Computer-based Training SolutionsInnovation narrativeEnabling activitiesBlocking activitiesCase 2 Radical Process Innovation — Reorganisation of Psychiatric ServicesInnovation narrativeEnabling activitiesBlocking activityCase 3 Incremental Product Innovation — Use of Global Positioning SystemInnovation narrativeEnabling activitiesBlocking activitiesCase 4 Incremental Process Innovation — Work Breakdown StructureInnovation narrativeEnabling activitiesBlocking activitiesDiscussionSynthesising a process approach to managing knowledge for innovationKnowledge management — A description and definitionConclusions — Implications for Theory and Practice

Keywords: Competencies; Intangible Resources; Competitive Advantage; Valued Attributes; Knowledge Management; Purchasing; Procurement; Supply; Supplier Relationship; Supply Chain Management; Performance Measurement and Relationship Assessment (search for similar items in EconPapers)
Date: 2006
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