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003 OCoLC
005 20240523125539.0
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007 cr cnu---unuuu
008 160723s2016 nju o 000 0 eng d
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020 _a9781119330134
_q(electronic bk.)
020 _a1119330130
_q(electronic bk.)
020 _a9781848218819
020 _a1848218818
020 _z9781119330042
020 _z1119330041
024 0 _a99973653164
029 1 _aAU@
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029 1 _aCHNEW
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029 1 _aCHVBK
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029 1 _aDEBBG
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035 _a(OCoLC)954046287
050 4 _aHD30.2
082 0 4 _a658.4038
_223
049 _aMAIN
100 1 _aBarbaroux, Pierre.
245 1 0 _aKnowledge management and innovation :
_binteraction, collaboration, openness /
_cPierre Barbaroux, Amel Attour, Eric Schenk.
260 _aHoboken :
_bWiley,
_c2016.
300 _a1 online resource (135 pages)
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
490 1 _aSmart innovation set ;
_vvolume 6
588 0 _aPrint version record.
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.
520 _aThis book explores the relationships between knowledge management (KM) processes and innovation management. The geographical extension of markets and intensification of competition have led firms to experiment with novel approaches to innovation. New organizational forms emerged in which firms collaborate with various stakeholders to create, absorb, integrate and protect knowledge. This book explores how knowledge management processes evolve with firms' implementation of interactive, collaborative and open innovation models and it identifies the various knowledge types and processes involved throughout the different phases of the innovation process. The authors provide operational typologies for understanding innovative firms' capabilities and knowledge management practices and also discuss the main properties of four models of interactive innovation, namely open innovation, user-centric innovation, community-based innovation and crowdsourcing.
590 _aJohn Wiley and Sons
_bWiley Online Library: Complete oBooks
650 0 _aKnowledge management.
650 6 _aGestion des connaissances.
650 7 _aKnowledge management
_2fast
700 1 _aAttour, Amel,
_eauthor.
700 1 _aSchenk, Erik,
_eauthor.
758 _ihas work:
_aKnowledge management and innovation (Text)
_1https://id.oclc.org/worldcat/entity/E39PCH7bgfkfhgG34XKPh7c4WP
_4https://id.oclc.org/worldcat/ontology/hasWork
776 0 8 _iPrint version:
_aBarbaroux, Pierre.
_tKnowledge Management and Innovation : Interaction, Collaboration, Openness.
_dHoboken : Wiley, �2016
_z9781119330134
830 0 _aSmart innovation (Series) ;
_vvolume 6.
856 4 0 _uhttps://onlinelibrary.wiley.com/doi/book/10.1002/9781119330134
938 _aProQuest Ebook Central
_bEBLB
_nEBL4593128
938 _aYBP Library Services
_bYANK
_n13187433
994 _a92
_bINLUM
999 _c12376
_d12376