Proceedings of the 3rd European Conference on Intellectual Capital

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Theodora Ngosi et al. Weill, P., and Ross, W. J. (2004) IT Governance, how top performers manage IT decisions for superior results, Harvard Business School Press. Zyngier, S., Burstein, F., & McKay, J. (2004) Knowledge management governance: A multifaceted approach to organisational decision and innovation support (available at:http://vishnu.sims.monash.edu.au:16080/dss2004/proceedings/pdf/87_Zyngier_Burstein_McKay.pdf) 312
Strategic Innovation and Knowledge Management: The Logic <strong>of</strong> Creativity and Development Institutionalization, Framing and Diffusion Bongani Ngwenya Solusi University, Zimbabwe ngwenyab@solusi.ac.zw nbongani@gmail.com Abstract: The purpose <strong>of</strong> this paper is to generate a discussion and suggest a development <strong>of</strong> a framework for institutionalization <strong>of</strong> strategic innovation and knowledge management by analyzing various research literatures and data collection through interpretivist research conventions. Strategic innovation involves making knowledge creation and innovative action a way <strong>of</strong> life, seeking to create and expand markets ra<strong>the</strong>r than just reacting to customer demand, and redirecting resources from pr<strong>of</strong>itable but dwindling lines <strong>of</strong> business to support emerging lines that are potentially more pr<strong>of</strong>itable. The researcher explores conceptual links between knowledge development and management <strong>of</strong> strategic innovation and argues that strategic innovation is <strong>the</strong> purposeful orchestration <strong>of</strong> knowledge development and creativity. It is found that, while strategic innovation and knowledge management enhances organizational creativity and development, through resource-based strategy, that is, firmspecific assets and knowledge, variously referred to as competencies and distinctive capabilities, and is not a new phenomenon in developed technologies and economies, that have early adopted <strong>the</strong> management practice, <strong>the</strong> social, political and economic context <strong>of</strong> emerging technologies and economies may not readily accommodate current strategic innovation and knowledge management frameworks. Drawing on organizational decision-making research, this research argue that, both early and late adopters respond to framing and interpreting adoption decision situations as opportunities versus threats. Thus a need to rethink <strong>the</strong> classic institutional, framing and diffusion paradigm, to suggest models that emerging technologies and economies could adopt to suit <strong>the</strong>ir social, political and economic context. Keywords: innovation, knowledge management, creativity ,organizational development, institutionalization, diffusion 1. Introduction This paper is based on <strong>the</strong> premise that, strategic innovation and knowledge management are purposeful orchestration <strong>of</strong> organizational creativity and development within firms, be <strong>the</strong>y in emerging technologies and economies, or developed ones; a knowledge-based view <strong>of</strong> <strong>the</strong> firm. A central argument <strong>of</strong> <strong>the</strong> knowledge-based view <strong>of</strong> <strong>the</strong> firm, an extension <strong>of</strong> <strong>the</strong> resources-based view, is that differences in <strong>the</strong> knowledge bases and innovative capabilities <strong>of</strong> different firms are <strong>the</strong> main determinants <strong>of</strong> differences in <strong>the</strong>ir performance (Grant, 1996; Kogut and Zander, 1992). Thus <strong>the</strong> extension <strong>of</strong> <strong>the</strong> resource-based view to include <strong>the</strong> knowledge management-based view, as suggested in this paper, develops a resource-based strategy paradigm, which emphasizes <strong>the</strong> importance <strong>of</strong> firm-specific assets and knowledge, variously referred to as core competences, intellectual property and distinctive capabilities, which can be patented, protected by copyrights laws and also expressed as trademarks. This perspective on sources <strong>of</strong> competitive advantage is complemented by knowledge management and learning perspectives on strategic innovation (Pitt and Clarke, 1999). This paper explores conceptual links between strategic innovation and knowledge management as a leverage for firm’s potential for creativity and development. Abraham and Knight (2001), suggest that, top-performing strategic leaders use creativity and innovative action to access and leverage underlying firm potential. Here, wealth creation depends more and more on leveraging intangible resources and less and less on <strong>the</strong> tangible resources <strong>of</strong> land, labour, and capital. In this new environment, performance improvement through deliberate, systematic, and results-oriented knowledge creation and management, and innovative action provides a ‘meta-strategy,’ which leverages organizational talent and capabilities and hedges against risks in order to grow and create new wealth. The purpose <strong>of</strong> this paper is, however not to define <strong>the</strong> emerging concept <strong>of</strong> strategic innovation and knowledge management, but to generate a discussion and interest about <strong>the</strong> strategic innovation and knowledge management models and modalities that may be feasible in <strong>the</strong> emerging technologies and economies that is, <strong>the</strong> models that will take into account <strong>the</strong> social, political and economic context <strong>of</strong> <strong>the</strong> emerging economies like Zimbabwe. This paper also extends <strong>the</strong> institutional <strong>the</strong>ory’s account <strong>of</strong> diffusion by examining <strong>the</strong> interplay between economic and social considerations in adoption decisions. Drawing on organizational decision-making research, this paper argues that both early and 313
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Hier
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Preface These proceedings represent
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educating through ‘hands on’ co
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Ibrahim Elbeltagi is a Senior lectu
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Theodora Ngosi has a PhD in Compute
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José Vale is an invited assistant
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Social Knowledge: Are you Ready? 1
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John Girard don’t know.” (Benne
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John Girard The real question becom
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John Girard our belief that many le
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John Girard organizations to gain k
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Intellectual Capital Accounting - H
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Academic Research Papers 15
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Khodayar Abili and Mahyar Abili The
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Khodayar Abili and Mahyar Abili Nah
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Khodayar Abili and Mahyar Abili Tim
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Knowledge Transfer in Romanian Univ
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Simona Agoston et al. Table 1: Know
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Simona Agoston et al. homoscedastic
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Simona Agoston et al. included in <
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A Modeling Approach to Intellectual
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Eckhard Ammann (referring to <stron
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Eckhard Ammann Figure 2: The IC spa
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Eckhard Ammann section 2. They are
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Eckhard Ammann From an overall pers
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Sorin Anagnoste and Gabriela Dumitr
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Gabriela Atanasiu and Florin Leon T
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Gabriela Atanasiu and Florin Leon
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Gabriela Atanasiu and Florin Leon B
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Gabriela Atanasiu and Florin Leon a
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Developing and Implementing Strateg
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2. Technology, faculty, and staff B
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Learning programs Individual poten
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Bob Barrett facts with the<
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Intellectual Capital Dynamics withi
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Ruxandra Bejinaru and Stefan Iordac
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Education and Training Practice Str
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Andrea Bencsik et al. We wanted to
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Andrea Bencsik et al. In this sampl
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Table 4: Types of
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References Andrea Bencsik et al. An
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Ayşen Berberoğlu and Emine Ünar
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Ayşen Berberoğlu and Emine Ünar
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Table 7: Descriptive statistics Ay
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Knowledge Dynamics Modeling Using A
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Constantin Bratianu et al. will hav
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Constantin Bratianu et al. 5. a) Gi
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Constantin Bratianu et al. 5. Data
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Constantin Bratianu et al. Nissen,
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2. Technology and infrastructure Sh
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Sheryl Buckley and Apostolos Gianna
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Donley Carrington and Mike Tayles t
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Donley Carrington and Mike Tayles f
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Donley Carrington and Mike Tayles l
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Donley Carrington and Mike Tayles i
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Donley Carrington and Mike Tayles G
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John Dumay and Jim Rooney on a more
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John Dumay and Jim Rooney Taking <s
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John Dumay and Jim Rooney “For ex
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John Dumay and Jim Rooney Mouritsen
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Marziye Ehrami et al. 1. Creation
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Marziye Ehrami et al. Note: In 2005
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Earnings Quality and Othe</
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Magdi El-Bannany resource-based per
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Magdi El-Bannany Based on this argu
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Magdi El-Bannany Table 2: Descripti
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Magdi El-Bannany variable equal to
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Magdi El-Bannany Edvinsson, L. & Ma
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Ahmed Elsetouhi and Ibrahim Elbelta
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Albrecht Fritzsche and Rebecca Geig
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Table 4: Applicability of</
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S&P 500 Market Cap ($ billions) 14,
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Tatiana Garanina and Yana Pavlova T
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Tatiana Garanina and Yana Pavlova I
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Impact of Investme
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Lidia García-Zambrano et al. 2003;
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Lidia García-Zambrano et al. 4.2 P
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Table 7: Goodness of</stron
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Lidia García-Zambrano et al. reaso
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Lidia García-Zambrano et al. Rodri
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Víctor Raúl López Ruiz et al. co
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Víctor Raúl López Ruiz et al. NI
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EI c k i 1 w PC i ic Víctor Raúl
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Víctor Raúl López Ruiz et al. Ta
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Víctor Raúl López Ruiz et al. Co
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Víctor Raúl López Ruiz et al. At
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Maria de Lourdes Machado and Odíli
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Intellectual Capital and Corporate
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Agnes Maciocha when objects in a da
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Agnes Maciocha 4. Presentation <str
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Agnes Maciocha while in the
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Agnes Maciocha Choong K., “Intell
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The Influence of H
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Anca Mândruleanu From the<
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Anca Mândruleanu In Table 2, <stro
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Eliciting Tacit Knowledge From a Do
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Peter Marshall and Damian Gordon MM
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Peter Marshall and Damian Gordon re
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Peter Marshall and Damian Gordon ar
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Peter Marshall and Damian Gordon Th
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Maurizio Massaro et al. crucial fac
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Maurizio Massaro et al. exclusive (
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Maurizio Massaro et al. autonomy <s
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Maurizio Massaro et al. Chennal (20
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Intellectual Capital Management: Ca
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Florinda Matos et al. These models
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Complaints System dos clients New
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Florinda Matos et al. Finally, <str
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Florinda Matos et al. The training
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Florinda Matos et al. 47. Opinion
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Florinda Matos et al. In th
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Florinda Matos et al. The Quadrant
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Florinda Matos et al. Integrated te
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Florinda Matos et al. The networks
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Knowledge Management for Knowledge
Page 278 and 279: 3. Our research Ludmila Mládková
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Page 284 and 285: Applying the VAIC
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Page 298 and 299: Maria Cristina Morariu Tobin’s q
Page 300 and 301: Maria Cristina Morariu for determin
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Page 304 and 305: Fattah Nazem Ackerley (2006) reveal
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Page 312 and 313: Andrei Stefan Nestian organization.
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Page 318 and 319: Increasing Knowledge Management Mat
Page 320 and 321: Theodora Ngosi et al. 2.2 Dominatin
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Page 326 and 327: 5. Discussion and summary Theodora
Page 330 and 331: Bongani Ngwenya late adopters respo
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Page 338 and 339: The Quality of Kno
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Page 350 and 351: Katja Pook and Campbell Warden time
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Page 360 and 361: Nicolae Al. Pop et al. satisfaction
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Page 366 and 367: Knowledge Cities: A Portuguese Case
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Anna Romiti and Daria Sarti based o
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Anna Romiti and Daria Sarti Governa
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Anna Romiti and Daria Sarti Therefo
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Anna Romiti and Daria Sarti Valkoka
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Kent Rondeau and Terry Wagar planne
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2.1 Study measures Kent Rondeau and
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Kent Rondeau and Terry Wagar contri
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Kent Rondeau and Terry Wagar Our re
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Intellectual Capital and a Firm’s
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Figure 1: Hypothes
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Helena Santos-Rodrigues et al. Norm
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Helena Santos-Rodrigues et al. To s
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Helena Santos-Rodrigues et al. Our
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Factors Influencing the</st
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Thanaletchumi Sathasivam et al. 2.3
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Thanaletchumi Sathasivam et al. The
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Thanaletchumi Sathasivam et al. gro
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Thanaletchumi Sathasivam et al. The
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Thanaletchumi Sathasivam et al. 11.
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Enhancing IC Formation by Evoking H
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Klaus Bruno Schebesch to portray <s
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Klaus Bruno Schebesch 4. Leaning an
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Klaus Bruno Schebesch We argue in f
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Klaus Bruno Schebesch come
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In Search of key F
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Karen Smits et al. contribution, wi
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Karen Smits et al. Table 1: Correla
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Karen Smits et al. staff feel that
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Marta-Christina Suciu et al. This p
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Marta-Christina Suciu et al. <stron
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Marta-Christina Suciu et al. The qu
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Marta-Christina Suciu et al. This t
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Information and Communication Techn
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Jukka Surakka et al. The participan
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Jukka Surakka et al. people. Commun
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Personal Knowledge Management (PKM)
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Marzena Świgoń provide th
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Marzena Świgoń (number and type <
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Marzena Świgoń measure self-perce
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Eduardo Tomé what we consider to b
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Eduardo Tomé IC. The intervention
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Eduardo Tomé In the</stro
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Eduardo Tomé to stress that <stron
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Eleni Magdalini Vasileiadou et al.
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José María Viedma Marti products
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Sustainable competitive advantage T
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José María Viedma Marti knowledge
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José María Viedma Marti pr<strong
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José María Viedma Marti All <stro
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ICBS I CBS José María Viedma Mart
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José María Viedma Marti Sullivan,
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2. Balanced scorecard framework Ang
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Angelos Vouldis and Angelica Kokkin
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Unclear benefits of</strong
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Angelos Vouldis and Angelica Kokkin
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9. Discussion and conclusions Angel
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The Global Position of</str
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Piotr Wisniewski safeguarding IC vi
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Piotr Wisniewski Figure 2: Ten larg
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Piotr Wisniewski suspected
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Piotr Wisniewski 2) Slow growth in
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Piotr Wisniewski US 3.8 3.8 3.9 4.3
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498
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500
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2. Hypothesis deve
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3.2 Control variables Deborah Brans
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Deborah Branswijck and Patricia Eve
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Deborah Branswijck and Patricia Eve
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Korosh Gholami et al. Durkheim beli
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Korosh Gholami et al. The effect <s
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Measure the Unmeas
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Knowledge Capital 5. Efforts for de
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Exclusive use of L
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Emmanouil Gkinoglou from th
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Project Assets Need for synergies Q
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Table 5: Sustainability checklist E
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Emmanouil Gkinoglou The next challe
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Kai Mertins and Ronald Orth generat
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Kai Mertins and Ronald Orth Never<s
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Kai Mertins and Ronald Orth <strong
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Ad 2 Structure of
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Kai Mertins and Ronald Orth Hauff,
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Maria Simonova “Concept o
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Maria Simonova The concept regardin
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Maria Simonova Becker, G. S. (1983)
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2. The aim of appl
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Nellija Titova W+I+DP+D+T+M+R (equa
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Nellija Titova performing better. I
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5. Conclusions and furthe</
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Nellija Titova Annex 2: Summary on
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Meaning in the tab
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Krishanthi Ganga Vithana et al. for
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Krishanthi Ganga Vithana et al. sti
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5. Conclusion Krishanthi Ganga Vith
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The Tobing Knowledge Management Arc
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Paul Lumbantobing et al. user, know
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Paul Lumbantobing et al. people con
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Paul Lumbantobing et al. influence
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Develop KM Strategy Description Dev
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Paul Lumbantobing et al. In <strong
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Yuli Purwanti et al. Figure 1: Imag
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Yuli Purwanti et al. Table below is
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582
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Nargiza Abdullaeva and Campbell War
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Andreea Feraru and Nicoleta Ciucesc
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Roxana Mironescu This could be <str
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Roxana Mironescu Daft, R.L. (2002)
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Paloma Sánchez and Oihana Basilio
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Evaluating Intellectual Capital Usi
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Table 1. CRS input efficiency score
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Stelian Stancu and Anca Domnica Lup
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José Vale et al. However, it is im
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José Vale et al. Pöyhönen, A. an
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