Knowledge Management and Innovation

Pierre Barbaroux is a Senior Researcher at the French Air Force Research Centre, Research Chair in "Aerospace cyber resilience" and Program Director for the Advanced Master in "Aerospace Project Management". Amel Attour is Associate Professor at the University of Nice Sophia Antipolis, GREDEG (UMR 7321), France and Program Director for the Advanced Master in "Engineers for Smart Cities". Eric Schenk is Associate Professor at the National Institute of Applied Sciences, Strasbourg, France, BETA-CNRS and Program Director for the Advanced Master in "Sustainable Development".

General Introduction  vii

Chapter 1. Innovation Processes, Innovation Capabilities and Knowledge Management 1

1.1. Does knowledge management improve the performance of innovating enterprises? 2

1.1.1. Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises? 2

1.1.2. Beyond the enterprise: knowledge management, innovative territories and innovation projects  4

1.2. Innovation capability and knowledge management 7

1.2.1. The decomposition of innovation: invention and commercialization  8

1.2.2. Innovation activities and aptitudes 11

1.2.3. Dynamic capability and knowledge processes  15

1.2.4. Innovation capability as dynamic capability rooted in the management of knowledge 17

Chapter 2. Knowledge Typology and Knowledge Processes at the Service of Innovation 21

2.1. Knowledge generation  24

2.1.1. Knowledge creation: a process of combination/recombination of background knowledge  25

2.1.2. Absorption and integration of knowledge  31

2.2. Knowledge application  35

2.2.1. Codification and personalization: two complementary strategies of knowledge alignment 36

2.2.2. The role of architectural knowledge in the process of knowledge alignment  39

2.3. Knowledge valorization 42

2.3.1. Patents: protection and knowledge management instruments  44

2.3.2. Cooperation agreements: instruments of anticipation of knowledge management strategies 48

Chapter 3. Managing Knowledge to Innovate: Open and Distributed Innovation Models  53

3.1. Open innovation  54

3.1.1. The concept of open innovation  55

3.1.2. The two facets of open innovation 56

3.1.3. Open innovation modalities 57

3.1.4. The importance of intellectual protection 58

3.1.5. Advantages and drawbacks of open innovation 59

3.1.6. Implementation of open innovation  61

3.2. User innovation  61

3.2.1. The concept of user innovation 63

3.2.2. Lead users activities 65

3.2.3. Competencies of user-innovators 66

3.2.4. Implementation of user innovation 68

3.3. Innovating with communities  72

3.3.1. Social interactions and knowledge production within communities  74

3.3.2. Communities in the firm: between governance and spontaneity  75

3.3.3. Innovating with external communities: the role of the middleground  77

3.4. Crowdsourcing 79

3.4.1. A typology of crowdsourcing  79

3.4.2. The relevance of crowdsourcing for innovation 82

3.4.3. Crowdsourcing platforms  83

3.4.4. Crowdsourcing and other open innovation models 85

General Conclusion 87

Bibliography  91

Index 111