Knowledge management, HRM and the innovation process

Harry Scarbrough

441 citations0/0 files storedInternational Journal of Manpower

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Innovation and Knowledge Management Knowledge Management and Sharing E-Learning and Knowledge Management

Abstract

Abstract This paper aims to explore Castells ’ proposition that the innovation process is being progressively intensi ed by developments in technological and organizational forms – that knowledge is being applied to the generation of knowledge. The paper focuses on the emergence and implementation of knowledge management (KM), and its particular application in Ebank. A global approach to KM focussing on intranet technology proved unsuccessful. In explaining this outcome, the paper focuses on the constraints posed by the social embeddedness of knowledge as having a crucial effect. In this case, such embeddedness seemed to be linked to the lack of extensive intra-organizational networks and the disparate identities developed by the different business units of the rm. These ndings highlight several implications for KM’s role in the innovation process.

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References

2019Diffusion of Innovations 1 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1985Economic Action and Social Structure: The Problem of Embeddedness 1998The Knowledge-Creating Company 1998Social Capital, Intellectual Capital, and the Organizational Advantage 1997The Tacit Dimension 1991Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation 1979Central Problems in Social Theory

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2016Review of empirical research on knowledge management practices and firm performance 2014The interaction of intellectual capital assets and knowledge management practices in organizational value creation 2017Intellectual capital, knowledge management practices and firm performance 2015Knowledge management practices and innovation performance in Finland 2009The mediating effect of knowledge management on social interaction and innovation performance 2011

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