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The Resource Knowledge management and innovation : interaction, collaboration, openness, Pierre Barbaroux, Amel Attour, Eric Schenk, (electronic resource)

Knowledge management and innovation : interaction, collaboration, openness, Pierre Barbaroux, Amel Attour, Eric Schenk, (electronic resource)

Work
Publication
Extent
xiv, 115 pages
Contents
  • Beyond the enterprise: knowledge management, innovative territories and innovation projects
  • 1.2.
  • Innovation capability and knowledge management
  • 1.2.1.
  • The decomposition of innovation: invention and commercialization
  • 1.2.2.
  • Innovation activities and aptitudes
  • 1.2.3.
  • Dynamic capability and knowledge processes
  • 1.2.4.
  • Machine-generated contents note:
  • Innovation capability as dynamic capability rooted in the management of knowledge
  • ch. 2
  • Knowledge Typology and Knowledge Processes at the Service of Innovation
  • 2.1.
  • Knowledge generation
  • 2.1.1.
  • Knowledge creation: a process of combination/recombination of background knowledge
  • 2.1.2.
  • Absorption and integration of knowledge
  • 2.2.
  • ch. 1
  • Knowledge application
  • 2.2.1.
  • Codification and personalization: two complementary strategies of knowledge alignment
  • 2.2.2.
  • The role of architectural knowledge in the process of knowledge alignment
  • 2.3.
  • Knowledge valorization
  • 2.3.1.
  • Patents: protection and knowledge management instruments
  • 2.3.2.
  • Innovation Processes, Innovation Capabilities and Knowledge Management
  • Cooperation agreements: instruments of anticipation of knowledge management strategies
  • ch. 3
  • Managing Knowledge to Innovate: Open and Distributed Innovation Models
  • 3.1.
  • Open innovation
  • 3.1.1.
  • The concept of open innovation
  • 3.1.2.
  • The two facets of open innovation
  • 3.1.3.
  • 1.1.
  • Open innovation modalities
  • 3.1.4.
  • The importance of intellectual protection
  • 3.1.5.
  • Advantages and drawbacks of open innovation
  • 3.1.6.
  • Implementation of open innovation
  • 3.2.
  • User innovation
  • 3.2.1.
  • Does knowledge management improve the performance of innovating enterprises?
  • The concept of user innovation
  • 3.2.2.
  • Lead users activities
  • 3.2.3.
  • Competencies of user-innovators
  • 3.2.4.
  • Implementation of user innovation
  • 3.3.
  • Innovating with communities
  • 3.3.1.
  • 1.1.1.
  • Social interactions and knowledge production within communities
  • 3.3.2.
  • Communities in the firm: between governance and spontaneity
  • 3.3.3.
  • Innovating with external communities: the role of the middle-ground
  • 3.4.
  • Crowdsourcing
  • 3.4.1.
  • A typology of crowdsourcing
  • 3.4.2.
  • Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises?
  • The relevance of crowdsourcing for innovation
  • 3.4.3.
  • Crowdsourcing platforms
  • 3.4.4.
  • Crowd-sourcing and other open innovation models
  • 1.1.2.
Isbn
9781848218819
Instance
Label
Knowledge management and innovation : interaction, collaboration, openness
Title
Knowledge management and innovation
Title remainder
interaction, collaboration, openness
Statement of responsibility
Pierre Barbaroux, Amel Attour, Eric Schenk
Creator
Contributor
Subject
Language
eng
Member of
Cataloging source
Z#U
http://library.link/vocab/creatorName
Barbaroux, Pierre
Dewey number
658.4038
LC call number
HD30.2
LC item number
.B37 2016
http://library.link/vocab/relatedWorkOrContributorName
  • Schenk, Erik
  • Attour, Amel
Series statement
  • Innovation, entrepreneurship and management series
  • Smart innovation Set
Series volume
volume 6
http://library.link/vocab/subjectName
  • Knowledge management
  • Knowledge management
Label
Knowledge management and innovation : interaction, collaboration, openness, Pierre Barbaroux, Amel Attour, Eric Schenk, (electronic resource)
Instantiates
Publication
Bibliography note
Includes bibliographical references (pages 91-109) and index
Contents
  • Beyond the enterprise: knowledge management, innovative territories and innovation projects
  • 1.2.
  • Innovation capability and knowledge management
  • 1.2.1.
  • The decomposition of innovation: invention and commercialization
  • 1.2.2.
  • Innovation activities and aptitudes
  • 1.2.3.
  • Dynamic capability and knowledge processes
  • 1.2.4.
  • Machine-generated contents note:
  • Innovation capability as dynamic capability rooted in the management of knowledge
  • ch. 2
  • Knowledge Typology and Knowledge Processes at the Service of Innovation
  • 2.1.
  • Knowledge generation
  • 2.1.1.
  • Knowledge creation: a process of combination/recombination of background knowledge
  • 2.1.2.
  • Absorption and integration of knowledge
  • 2.2.
  • ch. 1
  • Knowledge application
  • 2.2.1.
  • Codification and personalization: two complementary strategies of knowledge alignment
  • 2.2.2.
  • The role of architectural knowledge in the process of knowledge alignment
  • 2.3.
  • Knowledge valorization
  • 2.3.1.
  • Patents: protection and knowledge management instruments
  • 2.3.2.
  • Innovation Processes, Innovation Capabilities and Knowledge Management
  • Cooperation agreements: instruments of anticipation of knowledge management strategies
  • ch. 3
  • Managing Knowledge to Innovate: Open and Distributed Innovation Models
  • 3.1.
  • Open innovation
  • 3.1.1.
  • The concept of open innovation
  • 3.1.2.
  • The two facets of open innovation
  • 3.1.3.
  • 1.1.
  • Open innovation modalities
  • 3.1.4.
  • The importance of intellectual protection
  • 3.1.5.
  • Advantages and drawbacks of open innovation
  • 3.1.6.
  • Implementation of open innovation
  • 3.2.
  • User innovation
  • 3.2.1.
  • Does knowledge management improve the performance of innovating enterprises?
  • The concept of user innovation
  • 3.2.2.
  • Lead users activities
  • 3.2.3.
  • Competencies of user-innovators
  • 3.2.4.
  • Implementation of user innovation
  • 3.3.
  • Innovating with communities
  • 3.3.1.
  • 1.1.1.
  • Social interactions and knowledge production within communities
  • 3.3.2.
  • Communities in the firm: between governance and spontaneity
  • 3.3.3.
  • Innovating with external communities: the role of the middle-ground
  • 3.4.
  • Crowdsourcing
  • 3.4.1.
  • A typology of crowdsourcing
  • 3.4.2.
  • Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises?
  • The relevance of crowdsourcing for innovation
  • 3.4.3.
  • Crowdsourcing platforms
  • 3.4.4.
  • Crowd-sourcing and other open innovation models
  • 1.1.2.
Control code
OCM1bookssj0001854912
Dimensions
23 cm
Dimensions
unknown
Extent
xiv, 115 pages
Governing access note
License restrictions may limit access
Isbn
9781848218819
Lccn
2016941918
Specific material designation
remote
System control number
(WaSeSS)ssj0001854912
Label
Knowledge management and innovation : interaction, collaboration, openness, Pierre Barbaroux, Amel Attour, Eric Schenk, (electronic resource)
Publication
Bibliography note
Includes bibliographical references (pages 91-109) and index
Contents
  • Beyond the enterprise: knowledge management, innovative territories and innovation projects
  • 1.2.
  • Innovation capability and knowledge management
  • 1.2.1.
  • The decomposition of innovation: invention and commercialization
  • 1.2.2.
  • Innovation activities and aptitudes
  • 1.2.3.
  • Dynamic capability and knowledge processes
  • 1.2.4.
  • Machine-generated contents note:
  • Innovation capability as dynamic capability rooted in the management of knowledge
  • ch. 2
  • Knowledge Typology and Knowledge Processes at the Service of Innovation
  • 2.1.
  • Knowledge generation
  • 2.1.1.
  • Knowledge creation: a process of combination/recombination of background knowledge
  • 2.1.2.
  • Absorption and integration of knowledge
  • 2.2.
  • ch. 1
  • Knowledge application
  • 2.2.1.
  • Codification and personalization: two complementary strategies of knowledge alignment
  • 2.2.2.
  • The role of architectural knowledge in the process of knowledge alignment
  • 2.3.
  • Knowledge valorization
  • 2.3.1.
  • Patents: protection and knowledge management instruments
  • 2.3.2.
  • Innovation Processes, Innovation Capabilities and Knowledge Management
  • Cooperation agreements: instruments of anticipation of knowledge management strategies
  • ch. 3
  • Managing Knowledge to Innovate: Open and Distributed Innovation Models
  • 3.1.
  • Open innovation
  • 3.1.1.
  • The concept of open innovation
  • 3.1.2.
  • The two facets of open innovation
  • 3.1.3.
  • 1.1.
  • Open innovation modalities
  • 3.1.4.
  • The importance of intellectual protection
  • 3.1.5.
  • Advantages and drawbacks of open innovation
  • 3.1.6.
  • Implementation of open innovation
  • 3.2.
  • User innovation
  • 3.2.1.
  • Does knowledge management improve the performance of innovating enterprises?
  • The concept of user innovation
  • 3.2.2.
  • Lead users activities
  • 3.2.3.
  • Competencies of user-innovators
  • 3.2.4.
  • Implementation of user innovation
  • 3.3.
  • Innovating with communities
  • 3.3.1.
  • 1.1.1.
  • Social interactions and knowledge production within communities
  • 3.3.2.
  • Communities in the firm: between governance and spontaneity
  • 3.3.3.
  • Innovating with external communities: the role of the middle-ground
  • 3.4.
  • Crowdsourcing
  • 3.4.1.
  • A typology of crowdsourcing
  • 3.4.2.
  • Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises?
  • The relevance of crowdsourcing for innovation
  • 3.4.3.
  • Crowdsourcing platforms
  • 3.4.4.
  • Crowd-sourcing and other open innovation models
  • 1.1.2.
Control code
OCM1bookssj0001854912
Dimensions
23 cm
Dimensions
unknown
Extent
xiv, 115 pages
Governing access note
License restrictions may limit access
Isbn
9781848218819
Lccn
2016941918
Specific material designation
remote
System control number
(WaSeSS)ssj0001854912

Subject

Member of

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