Recognizing that the sharing of information and knowledge is a preponderant factor for the generation of innovation and that innovative performance in a nation depends on the ability of innovation agents to share information and knowledge focusing on innovation, this chapter aims to highlight why and how information management (IG) and knowledge management (KM) processes constitute valuable subsidies for the generation of innovation. In addition, it presents and analyzes organizations whose purpose is the management of knowledge and information, such as archives, libraries, information/documentation centers, and museums seeking to show that these organizations have the potential to play an important role in the context of innovation systems.
TopIntroduction
The systemic approach to innovation emphasizes the importance of information and knowledge sharing between various stakeholders within innovation systems (IS), identifying it as a predominant factor of innovation generation. This notion echoes the assertions of Lundvall (2002), who underscores knowledge as a fundamental element for innovation, and learning its core process. Similarly, Tidd, Bessant and Pavitt (2008) argue that innovation is a matter of knowledge.
Godin (2009) points out that innovative performance in a nation depends less on the performance of formal institutions (companies, research institutes, universities, etc.) individually, and more on the way they interact with each other. In other words, the success of an IS depends on the ability of its agents to share information and knowledge focusing on innovation. According to Lundvall and Johnson (1994), the scarcity does not lie in the existence of knowledge, but in the ability to utilize it.
Lundvall and Johnson's assertion is feasible as knowledge is too complex to be reduced to simpler concepts. Furthermore, knowledge cannot be managed in the same way as material resources already within the domain of organizational environments (MORIN, 1999). In this perspective, it is therefore necessary to understand the models, processes, and activities of Information and Knowledge Management (IKM), so that information and knowledge sharing within IS can be promoted.
A fundamental point is to understand the centrality of information and knowledge in today's society. To this end, Valentim (2008) emphasizes the importance of the interaction between society and organizations, given that individuals who share information and generate knowledge participate in both contexts. Therefore, the processes of information and knowledge management within organizations influence a nation’s values and culture and, consequently, its potential for economic and social development.
In this context, it is pertinent to infer that an IS is characterized as a knowledge network, in which, as Morin (1999) points out, learning is not only about 'savoir-faire (knowing how to do something), but knowing what to do to acquire knowledge.
The area of Information Science has been concentrating efforts to demonstrate ways of how organizational subjects can effectively utilize information and create new knowledge, which, in turn, can form the foundation for generating innovative processes, products or methods. According to Fadel et. al. (2010), studies on information, knowledge and intelligence within organizational contexts are essential for shaping and understanding of policies, environments and informational flows. Therefore, it is crucial that these studies are grounded on information and knowledge management.
Tigre (2006) advocates on the importance of seeking development nationally, from the offer of products and services with high added value. Additionally, the author also highlights the role of information and knowledge in this context, and that the most developed countries among the indicated by the Global Economic Forum are those that maintain a policy of investing in education and innovation as the basis of economic growth.
The assertion that nations that establish innovation policies focused on issues related to information and knowledge become more innovative is ratified by the Global Innovation Index (GII). The GII measures and analyzes the innovative activity of around 98% of the Gross Domestic Product (GDP) worldwide, which constitutes a very comprehensive universe, both in the number of countries covered and in the percentage of world GDP (Cornell University, INSTEAD, WIPO, 2022).
From this perspective, it is essential for a country's public innovation policies to leverage IKM processes. Moreover, it falls to professionals studying societal phenomena to indicate the need for investments in educated human resources and infrastructure so that the Information Society becomes an actual reality, rather than just a governmental action plan or program (Valentim, 2008).