| 000 | 03765cam a2200301Ma 4500 | ||
|---|---|---|---|
| 020 |
_a9781119330134 _q(electronic bk.) |
||
| 020 |
_a1119330130 _q(electronic bk.) |
||
| 020 | _a9781848218819 | ||
| 020 | _a1848218818 | ||
| 020 | _z9781119330042 | ||
| 020 | _z1119330041 | ||
| 040 | _cCUS | ||
| 100 | 1 | _aBarbaroux, Pierre. | |
| 245 | 1 | 0 |
_aKnowledge management and innovation : _binteraction, collaboration, openness / _cPierre Barbaroux, Amel Attour, Eric Schenk. |
| 260 | 1 |
_aHoboken : _bWiley, _c2016. |
|
| 300 | _a1 online resource (135 pages) | ||
| 505 | 0 | _aCover; Title Page; Copyright; Contents; General Introduction: Knowledge Management at the Heart of Innovation; Aims of the publication; Outline of the plan; 1: Innovation Processes, Innovation Capabilities and Knowledge Management; 1.1. Does knowledge management improve the performance of innovating enterprises?; 1.1.1. Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises?; 1.1.2. Beyond the enterprise: knowledge management, innovative territories and innovation projects. | |
| 505 | 8 | _a1.2. Innovation capability and knowledge management1.2.1. 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. Innovation capability as dynamic capability rooted in the management of knowledge; 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. Knowledge application. | |
| 505 | 8 | _a2.2.1. Codification and personalization: two complementary strategies of knowledge alignment2.2.2. 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. Cooperation agreements: instruments of anticipation of knowledge management strategies; 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. Open innovation modalities. | |
| 505 | 8 | _a3.1.4. The importance of intellectual protection3.1.5. Advantages and drawbacks of open innovation; 3.1.6. Implementation of open innovation; 3.2. User innovation; 3.2.1. 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; 3.2.4.1. Identification of lead users; 3.2.4.2. User toolkits; 3.3. Innovating with communities; 3.3.1. Social interactions and knowledge production within communities; 3.3.2. Communities in the firm: between governance and spontaneity. | |
| 505 | 8 | _a3.3.3. Innovating with external communities: the role of the middleground3.4. Crowdsourcing; 3.4.1. A typology of crowdsourcing; 3.4.1.1. Simple task CS; 3.4.1.2. Creative production CS; 3.4.1.3. Problem-solving CS; 3.4.2. The relevance of crowdsourcing for innovation; 3.4.3. Crowdsourcing platforms; 3.4.4. Crowdsourcing and other open innovation models; General Conclusion: The Four Challenges of Knowledge Management at the Service of Innovation; Monitoring the internal and external environment; Selection of knowledge sources; Integration of knowledge sources. | |
| 500 | _aImplementation of the appropriation regime. | ||
| 650 | 0 | _aKnowledge management. | |
| 650 | 7 |
_aKnowledge management. _2fast _0(OCoLC)fst00988184 |
|
| 700 | 1 |
_aAttour, Amel, _eauthor. |
|
| 700 | 1 |
_aSchenk, Erik, _eauthor. |
|
| 856 | 4 | 0 |
_uhttps://doi.org/10.1002/9781119330134 _zWiley Online Library |
| 942 | _cEBK | ||
| 999 |
_c208716 _d208716 |
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