Harnessing the innovative potential of knowledge in the digital enterprise

Dr Niamh O Riordan National University of Ireland Galway

Dr Philip O’Reilly University College Cork

Prof. Frederic Adam University College Cork

Saturday, June 8th 2013

Motivation Evolving perspectives in the literature Research Approach Findings Conclusion

Agenda

It is well established that…

Knowledge is a key organisational resource and a core performance driver

∴The literature on storing, capturing and retrieving knowledge (information?) is mature

However…

We know a lot less about how knowledge is created in the first place

and we’ve only just started to think about IS/IT as generative platforms

Motivation

Individuals’ generative capacity: their “ability to produce something ingenious or at least new in a particular context”

Evolving Perspectives

Innovation

Initial theory building using propositions

1. Knowledge exists in declarative and procedural forms2. Knowledge is created when changes take place in mental frameworks 3. Knowledge creation occurs through experience and ongoing social processes4. Knowledge creation is shaped by one’s needs and initial mental frameworks5. Knowledge creation affects one’s capacity for action

Innovation and knowledge creation are intertwined such that innovations are conceived and enacted at that point in the knowledge creation process where existing knowledge structures are changed

Multiple case studies investigating 2 questions

1. If knowledge creation is shaped by initial stocks of knowledge, then is it possible to (empirically) classify initial knowledge stocks?

2. If knowledge creation is triggered by experiences, then are there particular kinds of experience that are more likely to lead to knowledge creation than others (taking into account the importance of prior knowledge)?

Research Approach

6 case studies of innovative VW projects

Findings

1. Knowledge stocks

2. Knowledge behaviours

Know

ledge c

reati

on

pro

cess

Recreates or reconstructs

Existing knowledge frameworks:

Enables and shapes the

Opportunistic co-operation

Purposeful self-reliance

Opportunistic self-reliance

Purposeful co-operation

New experiences

and new information

TIME

TIME

Conclusions Core contributions:

◦ Addresses a gap in research on knowledge creation and its relationship with innovation

◦ Also contributes to our understanding of emerging technologies as generative platforms

◦ Provides a starting point for managers wishing to better utilise organisational knowledge

Limitations:◦ Case studies are used to illustrate the utility of the

framework but there are issues associated with the generalisability of the findings

◦ The analysis operates at the level of the individual

1. Knowledge exists in the minds of individualsTo understand how knowledge is created, we

must concentrate on how individuals’ mental structures are changed over time

2. Knowledge exists in declarative and procedural forms

It is time to look beyond SECI and the (flawed) tacit / explicit classification

3. Knowledge is created when existing mental structures change

We cannot afford to ignore existing or prior knowledge

Take aways

THANK YOU

Niamh O Riordanniamh.oriordan@nuigalway.ie

www.niamhoriordan.comie.linkedin.com/in/niamhoriordan/