Purpose – The purpose of this article is to examine, develop and establish understanding of the management of knowledge innovation (KI).Design/methodology/approach – This article first describes the emergence of knowledge management (KM) as the next likely source of competitive advantage. It then explains why innovation management (IM) should not be viewed as mutually independent from KM, but instead should involve concepts on how to harness KM practices for executing IM processes. Next, it elaborates the definition of KI and describes the economic transition from “information revolution” to “knowledge revolution” – wherein various forms of knowledge‐based assets may be absorbed, assimilated, shared and utilised for innovation. It then turns to the role of knowledge creation and the value of knowledge capital in support of the significance of knowledge to innovation. Siemens, a highly successful company that strongly integrates KM and IM, is highlighted as an exemplar for discussion.Findings – The article...

Harnessing knowledge for innovation: an integrated management framework

Technology Roadmapping (TRM): a systematic review of the literature focusing on models

The relevance and importance of the high technology small firm sector to economies has been discussed by a number of authors and new technology‐based firms (NTBFs) have been viewed as having a very important role to play in job creation and as the seedbed of emerging industries. This paper illustrates the findings from a study involving 20 NTBFs based in the Aberdeen area of Scotland where small firms account for a large proportion of exports from the area. The methodology employed involved in‐depth interviews with owners, directors or senior managers. The sample was comprised of engineering companies, software developers, analytical services, instrumentation specialists and a biotech company. the strategic process was explored within each organisation and the difficulties that these NTBFs have in formulating strategies were identified. Questions were asked about relationships with stakeholders and the impacts of support mechanisms for the organisation in practice. Barriers to growth and development were identified and a model of the most important strategic issues was proposed which NTBFs could relate to. Key policy issues which the NTBFs consider important for their strategic growth included innovation, internationalisation, human resources and collaboration. Policy implications at the organisational, local and national levels are highlighted.

Strategies for growth and the barriers faced by new technology‐based SMEs

This paper explains why many small and medium-sized (SME) private high-technology Chinese manufacturing firms survive and thrive within an institutional and political system arrayed against them. We use the mobile phone handset industry as an illustrative case of the vitality and capabilities of Chinese SMEs. We argue that in capitalizing on the advantages offered by the global fragmentation of production, while also being constrained by an institutional climate of structured uncertainty, Chinese non-state firms have chosen a pattern of incremental innovation in their search for competitive advantage. Despite falling outside central government innovation plans and engaging in practices inimical to nurturing novel product innovation capabilities, these firms have a sustainable business model based on niche tailoring, rapid product introduction and utilization of standardized components.

Structured uncertainty: a pilot study on innovation in China’s mobile phone handset industry

This empirical article aims at recognizing how innovation contributes to competitive advantage achievement in a company which processes organic juice and wine. To this end, theoretical reference regarding innovation and competitive advantage is presented. In order to methodologically achieve the objective, the study used an exploratory qualitative approach based on in-depth interviews conducted with five managers of the company. The results allowed the innovation introduction analysis, specifically concerning the product and process, reflecting on the competitive advantage achievement. Even though the organic food division is still slightly represented in the market, prospects have shown that there will be a consumption increase of such products nationally and worldwide in the next few years.

http://www.scielo.br/pdf/gp/v23n2/0104-530X-gp-0104-530X1677-14.pdf

A inovação como fator de vantagem competitiva: estudo de uma cooperativa produtora de suco e vinho orgânicos

The relationship between firms and technology appears to vary greatly depending on the sector and the country. In most cases, however, it is possible to observe common trends in expenditure growth, in the centralisation of R&D, in increased co-operation and in the reinforcement of R&D structures. The management of R&D and innovation processes, which is also rapidly changing, is marked by the growing role played by marketing, by the consideration of the social acceptability of innovation, and by the "total innovation" approach. The management of technological competencies is increasingly integrated into the entire strategic process of a company, with the development of product/market strategies towards more technology-oriented strategies. Certain companies even explicitly re-orientate their strategies to a "growth through technology" concept. This paper is based on a survey of developments in R&D management practices in major industrial corporations conducted to help a major European company redefine its R&D management decision-making process.

Technology, innovation and strategy: recent developments

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Technology, innovation and strategy: recent developments