Knowledge Management and Innovation: Interaction, Collaboration, Openness

<p>General Introduction&nbsp; vii</p>
<p>Chapter 1. Innovation Processes, Innovation Capabilities and Knowledge Management 1</p>
<p>1.1. Does knowledge management improve the performance of innovating enterprises? 2</p>
<p>1.1.1. Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises? 2</p>
<p>1.1.2. Beyond the enterprise: knowledge management, innovative territories and innovation projects&nbsp; 4</p>
<p>1.2. Innovation capability and knowledge management 7</p>
<p>1.2.1. The decomposition of innovation: invention and commercialization&nbsp; 8</p>
<p>1.2.2. Innovation activities and aptitudes 11</p>
<p>1.2.3. Dynamic capability and knowledge processes&nbsp; 15</p>
<p>1.2.4. Innovation capability as dynamic capability rooted in the management of knowledge 17</p>
<p>Chapter 2. Knowledge Typology and Knowledge Processes at the Service of Innovation 21</p>
<p>2.1. Knowledge generation&nbsp; 24</p>
<p>2.1.1. Knowledge creation: a process of combination/recombination of background knowledge&nbsp; 25</p>
<p>2.1.2. Absorption and integration of knowledge&nbsp; 31</p>
<p>2.2. Knowledge application&nbsp; 35</p>
<p>2.2.1. Codification and personalization: two complementary strategies of knowledge alignment 36</p>
<p>2.2.2. The role of architectural knowledge in the process of knowledge alignment&nbsp; 39</p>
<p>2.3. Knowledge valorization 42</p>
<p>2.3.1. Patents: protection and knowledge management instruments&nbsp; 44</p>
<p>2.3.2. Cooperation agreements: instruments of anticipation of knowledge management strategies 48</p>
<p>Chapter 3. Managing Knowledge to Innovate: Open and Distributed Innovation Models&nbsp; 53</p>
<p>3.1. Open innovation&nbsp; 54</p>
<p>3.1.1. The concept of open innovation&nbsp; 55</p>
<p>3.1.2. The two facets of open innovation 56</p>
<p>3.1.3. Open innovation modalities 57</p>
<p>3.1.4. The importance of intellectual protection 58</p>
<p>3.1.5. Advantages and drawbacks of open innovation 59</p>
<p>3.1.6. Implementation of open innovation&nbsp; 61</p>
<p>3.2. User innovation&nbsp; 61</p>
<p>3.2.1. The concept of user innovation 63</p>
<p>3.2.2. Lead users activities 65</p>
<p>3.2.3. Competencies of user–innovators 66</p>
<p>3.2.4. Implementation of user innovation 68</p>
<p>3.3. Innovating with communities&nbsp; 72</p>
<p>3.3.1. Social interactions and knowledge production within communities&nbsp; 74</p>
<p>3.3.2. Communities in the firm: between governance and spontaneity&nbsp; 75</p>
<p>3.3.3. Innovating with external communities: the role of the middleground&nbsp; 77</p>
<p>3.4. Crowdsourcing 79</p>
<p>3.4.1. A typology of crowdsourcing&nbsp; 79</p>
<p>3.4.2. The relevance of crowdsourcing for innovation 82</p>
<p>3.4.3. Crowdsourcing platforms&nbsp; 83</p>
<p>3.4.4. Crowdsourcing and other open innovation models 85</p>
<p>General Conclusion 87</p>
<p>Bibliography&nbsp; 91</p>
<p>Index 111</p>