KNOWLEDGE MANAGEMENT ROUTINES FOR INNOVATION PROJECTS: DEVELOPING A HIERARCHICAL PROCESS MODEL

Abstract

In this paper we use the literature on knowledge management and innovation, together with empirical data, to develop a process model for knowledge management routines in the context of innovation projects. First we develop a high-level conceptualisation from the literature, the model characterising knowledge management as consisting of three distinct phases: Discovery, Realisation and Nurture. We then expand this three phase perspective into a model of generic knowledge management routines, reporting four contrasting, exemplar cases from a wide ranging study across business sectors. Using the notions of radical and incremental innovation in both products and processes we illustrate how the three high-level phases may be further expanded into a more detailed conceptualisation of the knowledge management process. This comprises eight generic routines: Search, Capture, Articulate, Contextualise, Apply, Evaluate, Support and Re-innovate. We derive a new description of knowledge management and discuss the practical implications of the model, including the opportunities which exist for cross-sector learning between organisations which are superficially dissimilar. We conclude that the successful management of organisational knowledge in the context of innovation requires attention to be paid to all eight generic routines and to the influence of enablers and blockers operating both inside and outside the framework of routines.

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