scholarly journals Exploring the path from idea generation till knowledge creation

2020 ◽  
Author(s):  
Sonal Chaudhary ◽  
Meenakshi Tyagi
Keyword(s):  
Knowledge Creation ◽  
Idea Generation

Innovation and Driven Knowledge Management

2011 ◽  
pp. 392-427 ◽  
Author(s):  
Eng K. Chew ◽  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Absorptive Capacity ◽  
Asset Management ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Idea Generation ◽  
External Knowledge ◽  
It Managers ◽  
New Knowledge ◽  
And Performance

As described in Chapter X, fundamental to the company’s innovation capabilities is the level of collaboration and knowledge management capabilities available to support the innovation process. The ability of an organization to identify, acquire, and utilize external knowledge, known as knowledge absorption, can be critical to the firm’s operational success (Adams, Bessant, & Phelps, 2006). A survey by Adams et al. (2006) shows that three areas of knowledge management are critical for innovation management: idea generation, knowledge repository (including the management of tacit and explicit knowledge), and information flows (including information gathering and networking). Further they note that several researchers have found that the firm’s ability to “absorb and put to use new knowledge,” known as knowledge “absorptive capacity,” has direct impact on the firm’s innovation and performance (Chen, 2004; Tsai, 2001). Popadiuk and Choo (2006) have further shown that innovation and knowledge creation are related. Innovation is a result of knowledge creation. Innovation is related to the firm’s ability to combine new knowledge with existing knowledge to create new knowledge that is unique to the firm. It is also related to the firm’s ability to diffuse knowledge throughout the organization so that the organization as a whole increases its absorptive capacity. Knowledge diffusion can be facilitated by IT infrastructure and knowledge management system. Knowledge management is aimed at leveraging internal and external knowledge to create value from the firm’s intangible assets. According to Metaxiotis and Psarras (2006), knowledge management contributes to value creation by enhancing: intellectual asset management, operational efficiency, customer and competitor intelligence, continuous improvement, organizational learning, innovation in products and services, and time to market. They report of findings from American Productivity and Quality Center that greater emphasis should be made by firms on “using knowledge management to become more efficient innovators.” To leverage knowledge management for business innovation, IT managers must first understand the basic principles, theories, and practices of knowledge management. Next, they must understand how knowledge management will contribute to innovation. This chapter aims to address both topics to help make IT managers become the IT innovators.

scholarly journals Changing Contexts of Customer Service in the Social Media Era: Challenges and Opportunities for Indian e-tail Industry

2018 ◽  
Vol 17 (4) ◽  
pp. 1-14
Author(s):  
Prasad Kulkarni ◽  
Ajay Inamdar
Keyword(s):  
Social Media ◽  
Customer Service ◽  
Knowledge Creation ◽  
Development Time ◽  
Positive Impact ◽  
Idea Generation ◽  
Feedback Mechanisms ◽  
The Social ◽  
Challenges And Opportunities ◽  
The Impact

The research aims to analyse the impact of social media on customer service provided by the E-tailing companies in India. The analysis depicted that antecedent variables of customer service such as personal greetings, idea generation, loyalty benefits, and feedback mechanisms have a positive impact but they fail to create an impression on the consequence variables such as loyalty development, time efficiency, and knowledge creation. Researchers conclude that the lack of clarity in media vehicles communication, proliferation of e-tailing, and their rivalry create issues among the consumers of E-tail companies.

iChance

2011 ◽  
Vol 2 (4) ◽  
pp. 48-61 ◽  
Author(s):  
Hao Wang ◽  
Yukio Ohsawa
Keyword(s):  
Knowledge Creation ◽  
Idea Generation ◽  
Service Development ◽  
Functional Modules ◽  
Market Game ◽  
Web Based ◽  
Collaborative Innovation ◽  
Communication Module ◽  
Creative Products ◽  
Innovation Support

In the dynamic and competitive market, enterprises have to timely launch new as well as creative products and services to fulfill the consumers’ demands for occupying much more market share. Therefore, they all regard innovation as their strategic slogan. This paper presents a novel Web-based innovation support system (ISS) named iChance for collaborative innovation, such as idea generation and knowledge creation, based on Idea Discovery Model (IDM). iChance includes four main functional modules: (1) scenario-based innovation module, (2) requirement module, (3) communication module, and (4) toolbar module. The whole operating procedure of iChance is in accordance with one version of Innovators’ Market Game (IMG) which was invented by Ohsawa as a tool for aiding humans’ innovative thoughts and communication. Finally, case studies demonstrate all the principles of IMG are well realized in iChance system when applied in the early phase of product or service development.

scholarly journals Tudáshasználat és sikeresség- tudásteremtés és -használat a magyarországi borvidékeken (Knowledge-use and success – Knowledge-creation and use on the Hungarian wine-districts)

2013 ◽  
pp. 16-26
Author(s):  
József Tóth ◽  
Áron Török
Keyword(s):  
Knowledge Creation ◽  
Idea Generation ◽  
Recent Decade ◽  
Basic Component ◽  
Business Success ◽  
Knowledge Use ◽  
Specific Knowledge ◽  
Left Behind ◽  
The Relationship ◽  
Further Development

A cikkben a magyarországi borágazatra vonatkozóan vizsgáljuk a tudáshasználat és sikeresség összefüggését. Magyarország az elmúlt évtizedben elmaradt a magasabb tudást megtestesítő prémium- és szuperprémium- borok irányába mutató világpiaci trendtől. Ennek hátterében vizsgálataink szerint a szőlő- és borágazatban elengedhetetlen és állandóan fejlődő tudás nem eléggé intenzív használata is meghúzódhat. Noha a tudás használata és terjedése ugyan jelentős tényező a különféle vállalkozások sokféleségének magyarázatában, de nem egyértelműen szignifikáns a többféle módon mért sikeresség alakításában. Ugyanakkor azt is megállapíthatjuk, hogy a magyar vállalkozások a tudás saját berken belüli gondozásával és adekvát felhasználásával piaci sikereket érhetnek el. _____ The paper examines the relationship between the use of specific knowledge and success among the Hungarian grape growers and wine makers. In the recent decade Hungary has been left behind by the world trends represented increasing share of premium and superpremium wines (which materialise higher knowledge) in export development. According to the authors’ survey there might be in behind the non-appropriate use and management of knowledge and skills which would be ‘condition sine qua non’ for wine making. However the use and spread of skills is a basic component in explaining the differences of variation among the companies, it is not unambiguous in formulating the business success measured in different indicators. At the same time the authors can conclude that the Hungarian wine enterprises – keeping the idea generation as well as its further development, elaboration and adequate use within the frame of the company – can achieve market success.

Dreamlike and Playful Virtual Environments to Inspire Children’s Divergent Thinking

2020 ◽  
pp. 1-11
Author(s):  
Jérôme Guegan ◽  
Claire Brechet ◽  
Julien Nelson
Keyword(s):  
Virtual Environments ◽  
Divergent Thinking ◽  
Idea Generation ◽  
Combined Processes ◽  
Office Environment ◽  
School Aged Children

Abstract. Computers have long been seen as possible tools to foster creativity in children. In this respect, virtual environments present an interesting potential to support idea generation but also to steer it in relevant directions. A total of 96 school-aged children completed a standard divergent thinking task while being exposed to one of three virtual environments: a replica of the headmistress’s office, a replica of their schoolyard, and a dreamlike environment. Results showed that participants produced more original ideas in the dreamlike and playful environments than in the headmistress’s office environment. Additionally, the contents of the environment influenced the selective exploration of idea categories. We discuss these results in terms of two combined processes: explicit references to sources of inspiration in the environment, and the implicit priming of specific idea categories.

The Knowledge Creation Organization: The Case of Alphana

2012 ◽  
pp. 78-90
Author(s):  
Thang Nguyen Ngoc
Keyword(s):  
Competitive Advantage ◽  
Knowledge Creation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
The Future

Knowledge and the capability to create and utilize knowledge today are consid- ered to be the most important sources of a firm’s sustainable competitive advantage. This paper aims to advance understanding of the knowledge creation of firm in Vietnam by studying Alphanam Company. The case illustrates how knowledge- based management pursues a vision for the future based on ideals that consider the relationships of people in society. The finding shows that the case succeeded because of their flexibility and mobility to keep meeting to the changing needs of the customers or stakeholders. The paper also provided some suggestions for future research to examine knowledge-based management of the companies in a different industry segments and companies originating in other countries

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