Managing Knowledge for Innovation, Agility, and Collaboration Minitrack
Permanent URI for this collection
In this century of social media, big data and mobile applications this track focuses on the contribution that KM makes to supporting organizational innovation and strategic agility. As the global economic environment continues to challenge, a fundamental transformation of KM has been taking place in two directions: (1) exploring how the inflows and outflows of knowledge have expanded to accelerate internal innovation and expand the markets for external use of innovation, and (2) how KM is used to support and sustain organizational agility. Both these themes support alternative approach to organizing for innovation and other organizational activities in an open environment with multiple participants and stakeholders. These themes are open to the exploration of the effectiveness of new methods and organizational structures for improving innovation and organizational agility by engaging a broader base of outside knowledge holders and raise important new issues about how knowledge is created and applied to derive business value, generate new ideas, and develop new products and solutions. In line with this challenging research issue, this minitrack solicits papers on the broadest range of research methodologies including case studies, action research, experimentation, survey, and simulation.
Possible topics include, but are not limited to:
- Knowledge, complexity and innovation
- Managing knowledge and open innovation models
- Managing knowledge to support organizational agility
- Implementation issues in using KM to support innovation
- KM governance to support organizational aims and objectives
- Innovation in the face of uncertainty
- Managing innovation in a global environment
- The role of knowledge in business agility developing and innovating in products and services
- Knowledge for organizational adaptation to market and environmental change
- Knowledge co-creation in communities, markets and open platforms
- Tools and techniques for managing innovation
- Social media as a KM tool for stimulating and/or supporting innovation
- How management of knowledge contributes to the generation, evaluation and implementation of new products, services, processes and solutions
- KM/KMS support for collaborative and creative work
- Knowledge sharing, diffusion and creativity: the influence of organizational culture and structure
Minitrack Co-Chairs:
Marianne Gloet (Primary Contact)
University of Melbourne
Email: marianne.gloet@unimelb.edu.au
Danny Samson
University of Melbourne
Email: d.samson@unimelb.edu.au
Dragos Vieru
Distance Learning University of Québec, Canada
Email: dragos.vieru@teluq.ca
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Recent Submissions
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ItemThe Good and Bad of Ambidexterity: In Which Domains Should Firms Be Ambidextrous or Not to Foster Innovativeness?( 2017-01-04)Because it is difficult and costly for firms to practice exploration and exploitation simultaneously in their new product development, managers need to know when investing in ambidexterity is beneficial for their firm’s innovativeness and when it is not. To date, research has remained undecided about the performance implications of striving for the joint implementation of exploration and exploitation. To address this persistent debate, the current study develops a new conceptualization that distinguishes two forms of ambidexterity, with contrasting effects on innovativeness. Drawing on dynamic capabilities theory, this study proposes that market-based ambidexterity benefits companies’ innovativeness, whereas product-based ambidexterity harms it. The empirical results, obtained from longitudinal data gathered from 229 executives in multiple industries, confirm these theorized effects of the two forms of ambidexterity on product program innovativeness, which in turn increases firm performance. These findings help explain the varying effects of ambidexterity in prior research and offer important managerial and decision-making implications.
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ItemLinking Knowledge Management, Business Excellence and Innovation Performance( 2017-01-04)This research examined the extent to which the management of knowledge and the application of business excellence frameworks can contribute to innovation performance. A model of Knowledge Management (KM) and Business Excellence (BE) framed the study. Intensive case studies were conducted with six Australian service sector organizations that had won business excellence awards to determine the ways in which a business excellence framework can inform knowledge management practices that lead to sustained innovation performance. Analysis of the data revealed the manner in which the Australian Business Excellence Framework (ABEF) informed knowledge management practices and contributed to innovation in the six service sector organizations. Although the research is preliminary in nature, results indicate that principles of the ABEF shaped KM activities through fostering continuous improvement which in turn encouraged a stronger focus on incremental rather than radical forms of innovation
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ItemDesigning a Primary Personal Information Market as an Industry Platform: a Service Innovation Approach( 2017-01-04)It is well recognised that personal data have \ intrinsic value to B2C companies. However, there \ are no widely adopted means by which individuals \ can benefit financially from the personal data they \ generate. Furthermore, there is a substantial lack of \ empirical research on markets for online personal \ data. Nevertheless, prior work has shown that a \ Primary Personal Information Market (PPIM) is a \ viable solution to the problem of monetising \ personal data. This paper explores how a PPIM \ could be conceptualised and designed as an \ Industry Platform. Using an integrated Service \ Innovation Method (iSIM) we incorporate into our \ design a multi-sided personal information business \ model to facilitate commercialisation. An initial \ prototype is developed and its utility from a data \ product consumer’s perspective is evaluated using \ semi-structured interviews with industry \ practitioners. We find that a PPIM conceptualised \ as an industry platform has significant commercial \ appeal and that it resolves a number of objections \ raised in response to previous designs.
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