An Integrated Knowledge Innovation Process Management Model: The Case of Skandia

An Integrated Knowledge Innovation Process Management Model: The Case of Skandia

Dimitris Bibikas (South East European Research Center, Greece), Iraklis Paraskakis (South East European Research Center, Greece), Alexandros G. Psychogios (CITY College - Institute of University of Sheffield, Greece) and Ana C. Vasconcelos (The University of Sheffield, UK)
DOI: 10.4018/978-1-60566-270-1.ch010
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The increasing pressure of today’s highly globalised markets has lead organisations to continuously compete for knowledge and innovation. Despite the fact that there is extensive analysis of the concepts of knowledge and innovation management as autonomous areas of research, there is limited investigation for identifying and managing knowledge innovation as an integrated concept. The aim of this chapter is to conceptualise an amalgamation between innovation and knowledge process management models. This study is based on a single case, selected to provide description and generate theory around the introduced knowledge innovation lifecycle model. Skandia was conceived as an appropriate example, since it has significant reputation both on knowledge and innovation management strategy. The proposed conceptual model of highly interlinked and recursive knowledge and innovation processes flow is believed to offer enhanced utilisation of knowledge and innovation management in organisational settings.
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In today’s increasingly unpredictable and volatile environment, organisations are obliged to ceaselessly innovate in order to survive (McAdam, 2000). Encompassing innovation from an economic perspective, it is admitted that it comprises both an important catalyst for effective competition (Christensen, 1997), as well as a vital source for global market success (Schumpeter, 1934). The growing importance of comprehending innovation has resulted in augmented interest in academia and business circles alike. Similarly, the significance of managing organisational knowledge, and the largely established recognition that intangible assets constitute a critical enterprise resource, is often cited in knowledge-management literature (Davenport & Prusak, 1998; Drucker, 1993). The recent knowledge-based view of the firm, an extension of the previous resource-based theory, suggests that knowledge constitutes a vital organisational resource and a crucial asset that enables sustainable competitive advantage (Bhatt, 2001; Davenport & Prusak, 1998; Zack, 1999).

Furthermore, there is an increasing trend for knowledge management to be associated with innovation (Chatzkel, 2007). The concept of innovation is rooted in knowledge management definitions and practices (Demerest, 1997). It was Amidon (1997) that first defined the term knowledge innovation (KI) as “the creation, evolution, exchange and application of new ideas into marketable goods and services, leading to the success of an enterprise, the vitality of a nation’s economy and the advancement of society” (p. 7). However, despite the fact that there is extensive analysis of the concepts of innovation and knowledge management as autonomous areas of research, there is limited investigation for identifying and managing an integrated knowledge innovation concept (Goh, 2005).

Perhaps this derives mainly from the fact that innovation in knowledge management literature is typically approached merely as a result of successful initiatives of the former. Generally, the emphasis is placed on the utilisation of knowledge, in order for an organisation to gain enhanced innovation capabilities. Additionally, despite the fact that there is a plethora of research studies on innovation, it is cited that the relevant literature is usually only case study specific (Kusiak, 2007), and the concept of innovation management remains poorly understood (Birkinshaw & Mol, 2006). Insofar as innovation management is concerned, and despite the fact that knowledge and innovation are two highly and increasingly interlinked concepts (Chatzkel, 2007; du Plessis, 2007; McAdam, 2000; Nonaca & Takeuchi, 1995), there seems to be a gap in the relevant literature and lack of investigating innovation as a discipline in an equal level of significance to knowledge management.

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Patricia Ordóñez de Pablos
Table of Contents
Chapter 1
Jakob Lauring, Toke Bjerregaard
This chapter deals with the role of language use and knowledge sharing in the context of international subsidiaries. The chapter analyzes the role... Sample PDF
Knowledge Sharing and Sociality: On the Linguistic Embeddedness of Knowledge Exchange in International Subsidiaries
Chapter 2
Ruth Alas
This chapter analyzes organizational changes and organizational learning in Estonian companies. During the last decades, Estonia has transformed... Sample PDF
Organizational Learning During Changes in Estonian Organization
Chapter 3
Giovanni Schiuma
Today’s global business is characterised by interconnectedness, interdependence, and an increasing level of complexity that force organisations to... Sample PDF
Strategies for Assessing Organisational Knowledge Assets
Chapter 4
Poul Houman Andersen
In order to capture market dividends and stay at par with the competition in the knowledge-based economy, firms must constantly develop their skill... Sample PDF
Division of Interfirm Activities in the Knowledge-Based Economy: The Crucial Role of Knowledge Processors
Chapter 5
Luiz Antonio Joia, Paulo Sérgio da Silva Sanz
Since the early 1990s, research has been conducted in an attempt to establish a viable and reliable manner of measuring the intangible assets, also... Sample PDF
The Conundrum of Valuing a Company's Intellectual Capital: The Role of Taken-for-Granted Indicators
Chapter 6
Tongo Constantine Imafidon
This chapter avers that over the past years, monolithic organizations, as opposed to multicultural organizations, have been created by many top... Sample PDF
The Multicultural Organization: A Historic Organizational Theory for Gaining Competitiveness in Global Business Environment
Chapter 7
Arla Juntunen
This chapter focuses on the challenges of developing a knowledge management platform to support organizational memory and knowledge transfer. The... Sample PDF
Developing a Corporate Memory as a Competitive Advantage in the ICT-Sector
Chapter 8
Corrado lo Storto
This chapter reports the findings of an empirical study whose purpose is to identify the attributes of the organization infrastructure that support... Sample PDF
Learning Organizations or Organizations for Learning? How Small Firms can Learn from Planned and Random Technical Problem-Solving: Implications for Technical Education
Chapter 9
Ernesto Villalba
The present study explores the relationship between the knowledge-enabling environment and the demand of training in 18 small private companies... Sample PDF
Learning at the Core: Knowledge Management as an Employer Strategy for Lifelong Learning
Chapter 10
Dimitris Bibikas, Iraklis Paraskakis, Alexandros G. Psychogios, Ana C. Vasconcelos
The increasing pressure of today’s highly globalised markets has lead organisations to continuously compete for knowledge and innovation. Despite... Sample PDF
An Integrated Knowledge Innovation Process Management Model: The Case of Skandia
Chapter 11
Christian Nielsen, Robin Roslender, Per Nikolaj Bukh
During the last decade, many calls for improving disclosure practices, in relation to intellectual capital and intangibles, have been uttered in the... Sample PDF
Intellectual Capital Reporting: Can a Strategy Perspective Solve Accounting Problems?
Chapter 12
Huei-Chen Hsu
The main points of this chapter are probing for the combination of information technology and virtual work, and how to change the distribution of... Sample PDF
Managing the Information Technology: Knowledge Transfer in Virtual Teams
Chapter 13
Miltiadis D. Lytras, Patricia Ordóñez de Pablos
Multinational companies (MNCs) are facing important challenges within the current economic context. Rapid technological changes, the globalization... Sample PDF
The Building of the Intellectual Capital Statement in Multinationals: Challenges for the Future
Chapter 14
Pedro López Sáez, José Emilio Navas López, Gregorio Martín de Castro
During more than a decade, the literature has provided several intellectual capital models. Nevertheless, empirical evidence is still necessary in... Sample PDF
Intellectual Capital in Knowledge-Intensive Firms: Exploring the Concept and Main Components in Boston's Route 128
Chapter 15
Weiling Ke, Kwok Kee Wei
This chapter uses organizational learning as a lens to study how firms implement the enterprise system. The core research questions are: What are... Sample PDF
Organizations and Learning Process: Its Antecedents and Consequences in Enterprise System Implementation
Chapter 16
Kholekile L. Gwebu, Jing Wang
Improvements in technology have led to innovations in training such as Electronic Learning (E-learning). E-learning aims to help organizations in... Sample PDF
The Role of Organizational Environmental, and Human Factors in E-Learning Diffusion
Chapter 17
Mikel Sorli, Dragan Stokic
Managing of knowledge for innovation in an extended enterprise (EE) environment is a key issue. This in turn requires effective utilization of... Sample PDF
Supporting Innovation Through Knowledge Management in the Extended Enterprise
Chapter 18
Luis Felipe Luna-Reyes
Contemporary organizations face the challenge of growing and advancing in a complex and changing environment (Johannessen, Olaisen, & Olsen, 2001;... Sample PDF
Government Innovation Through Knowledge Management
Chapter 19
Marc Henselewski, Stefan Smolnik, Gerold Riempp
Today’s business environment is characterized by highly transparent markets and global competition. Technology life cycles are decreasing due to the... Sample PDF
A Technology-Focused Framework for Integrating Knowledge Management into Strategic Innovation Management
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