Integrating Knowledge Management and Governance for Innovation Outcomes: A New Framework for Managing Innovation in a Project Environment
Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governan...
Ausführliche Beschreibung
Gespeichert in:
| Autor*in: |
Foster, Lee [verfasserIn] Wiewiora, Anna [verfasserIn] Donnet, Timothy [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Anmerkung: |
© The Author(s) 2023 |
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| Übergeordnetes Werk: |
Enthalten in: Journal of the knowledge economy - Springer US, 2010, 15(2023), 2 vom: 18. Mai, Seite 7143-7170 |
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| Übergeordnetes Werk: |
volume:15 ; year:2023 ; number:2 ; day:18 ; month:05 ; pages:7143-7170 |
| Links: |
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| DOI / URN: |
10.1007/s13132-023-01399-2 |
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SPR056791674 |
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| 520 | |a Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governance mechanisms can assist in managing knowledge for innovation has received limited attention in the literature. Projects have additional difficulty being innovative due to their temporality and focus on their immediate performance rather than on building capability. This qualitative case study research explores the role of knowledge governance in contributing to better management of knowledge in the context of an innovation project in a government-owned, water utility in Queensland, Australia. This research contributes to the existing literature by bringing together insights from knowledge management, knowledge governance and innovation frameworks which culminated in a new knowledge-based innovation framework. The research further demonstrates how two knowledge governance mechanisms—trust and energy—influence the innovation process to make innovative outcomes more effective through the creation and transfer of new knowledge from projects to the organisation. | ||
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10.1007/s13132-023-01399-2 doi (DE-627)SPR056791674 (SPR)s13132-023-01399-2-e DE-627 ger DE-627 rakwb eng 330 VZ Foster, Lee verfasserin (orcid)0000-0002-9924-267X aut Integrating Knowledge Management and Governance for Innovation Outcomes: A New Framework for Managing Innovation in a Project Environment 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2023 Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governance mechanisms can assist in managing knowledge for innovation has received limited attention in the literature. Projects have additional difficulty being innovative due to their temporality and focus on their immediate performance rather than on building capability. This qualitative case study research explores the role of knowledge governance in contributing to better management of knowledge in the context of an innovation project in a government-owned, water utility in Queensland, Australia. This research contributes to the existing literature by bringing together insights from knowledge management, knowledge governance and innovation frameworks which culminated in a new knowledge-based innovation framework. The research further demonstrates how two knowledge governance mechanisms—trust and energy—influence the innovation process to make innovative outcomes more effective through the creation and transfer of new knowledge from projects to the organisation. Innovation (dpeaa)DE-He213 Knowledge-based systems (dpeaa)DE-He213 Knowledge management (dpeaa)DE-He213 Knowledge governance (dpeaa)DE-He213 Trust (dpeaa)DE-He213 Energy (dpeaa)DE-He213 Motivation (dpeaa)DE-He213 Wiewiora, Anna verfasserin (orcid)0000-0003-2550-9332 aut Donnet, Timothy verfasserin aut Enthalten in Journal of the knowledge economy Springer US, 2010 15(2023), 2 vom: 18. Mai, Seite 7143-7170 (DE-627)621547573 (DE-600)2543346-5 1868-7873 nnns volume:15 year:2023 number:2 day:18 month:05 pages:7143-7170 https://dx.doi.org/10.1007/s13132-023-01399-2 X:SPRINGER Resolving-System kostenfrei Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 15 2023 2 18 05 7143-7170 |
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10.1007/s13132-023-01399-2 doi (DE-627)SPR056791674 (SPR)s13132-023-01399-2-e DE-627 ger DE-627 rakwb eng 330 VZ Foster, Lee verfasserin (orcid)0000-0002-9924-267X aut Integrating Knowledge Management and Governance for Innovation Outcomes: A New Framework for Managing Innovation in a Project Environment 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2023 Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governance mechanisms can assist in managing knowledge for innovation has received limited attention in the literature. Projects have additional difficulty being innovative due to their temporality and focus on their immediate performance rather than on building capability. This qualitative case study research explores the role of knowledge governance in contributing to better management of knowledge in the context of an innovation project in a government-owned, water utility in Queensland, Australia. This research contributes to the existing literature by bringing together insights from knowledge management, knowledge governance and innovation frameworks which culminated in a new knowledge-based innovation framework. The research further demonstrates how two knowledge governance mechanisms—trust and energy—influence the innovation process to make innovative outcomes more effective through the creation and transfer of new knowledge from projects to the organisation. Innovation (dpeaa)DE-He213 Knowledge-based systems (dpeaa)DE-He213 Knowledge management (dpeaa)DE-He213 Knowledge governance (dpeaa)DE-He213 Trust (dpeaa)DE-He213 Energy (dpeaa)DE-He213 Motivation (dpeaa)DE-He213 Wiewiora, Anna verfasserin (orcid)0000-0003-2550-9332 aut Donnet, Timothy verfasserin aut Enthalten in Journal of the knowledge economy Springer US, 2010 15(2023), 2 vom: 18. Mai, Seite 7143-7170 (DE-627)621547573 (DE-600)2543346-5 1868-7873 nnns volume:15 year:2023 number:2 day:18 month:05 pages:7143-7170 https://dx.doi.org/10.1007/s13132-023-01399-2 X:SPRINGER Resolving-System kostenfrei Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 15 2023 2 18 05 7143-7170 |
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10.1007/s13132-023-01399-2 doi (DE-627)SPR056791674 (SPR)s13132-023-01399-2-e DE-627 ger DE-627 rakwb eng 330 VZ Foster, Lee verfasserin (orcid)0000-0002-9924-267X aut Integrating Knowledge Management and Governance for Innovation Outcomes: A New Framework for Managing Innovation in a Project Environment 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2023 Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governance mechanisms can assist in managing knowledge for innovation has received limited attention in the literature. Projects have additional difficulty being innovative due to their temporality and focus on their immediate performance rather than on building capability. This qualitative case study research explores the role of knowledge governance in contributing to better management of knowledge in the context of an innovation project in a government-owned, water utility in Queensland, Australia. This research contributes to the existing literature by bringing together insights from knowledge management, knowledge governance and innovation frameworks which culminated in a new knowledge-based innovation framework. The research further demonstrates how two knowledge governance mechanisms—trust and energy—influence the innovation process to make innovative outcomes more effective through the creation and transfer of new knowledge from projects to the organisation. Innovation (dpeaa)DE-He213 Knowledge-based systems (dpeaa)DE-He213 Knowledge management (dpeaa)DE-He213 Knowledge governance (dpeaa)DE-He213 Trust (dpeaa)DE-He213 Energy (dpeaa)DE-He213 Motivation (dpeaa)DE-He213 Wiewiora, Anna verfasserin (orcid)0000-0003-2550-9332 aut Donnet, Timothy verfasserin aut Enthalten in Journal of the knowledge economy Springer US, 2010 15(2023), 2 vom: 18. Mai, Seite 7143-7170 (DE-627)621547573 (DE-600)2543346-5 1868-7873 nnns volume:15 year:2023 number:2 day:18 month:05 pages:7143-7170 https://dx.doi.org/10.1007/s13132-023-01399-2 X:SPRINGER Resolving-System kostenfrei Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 15 2023 2 18 05 7143-7170 |
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10.1007/s13132-023-01399-2 doi (DE-627)SPR056791674 (SPR)s13132-023-01399-2-e DE-627 ger DE-627 rakwb eng 330 VZ Foster, Lee verfasserin (orcid)0000-0002-9924-267X aut Integrating Knowledge Management and Governance for Innovation Outcomes: A New Framework for Managing Innovation in a Project Environment 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2023 Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governance mechanisms can assist in managing knowledge for innovation has received limited attention in the literature. Projects have additional difficulty being innovative due to their temporality and focus on their immediate performance rather than on building capability. This qualitative case study research explores the role of knowledge governance in contributing to better management of knowledge in the context of an innovation project in a government-owned, water utility in Queensland, Australia. This research contributes to the existing literature by bringing together insights from knowledge management, knowledge governance and innovation frameworks which culminated in a new knowledge-based innovation framework. The research further demonstrates how two knowledge governance mechanisms—trust and energy—influence the innovation process to make innovative outcomes more effective through the creation and transfer of new knowledge from projects to the organisation. Innovation (dpeaa)DE-He213 Knowledge-based systems (dpeaa)DE-He213 Knowledge management (dpeaa)DE-He213 Knowledge governance (dpeaa)DE-He213 Trust (dpeaa)DE-He213 Energy (dpeaa)DE-He213 Motivation (dpeaa)DE-He213 Wiewiora, Anna verfasserin (orcid)0000-0003-2550-9332 aut Donnet, Timothy verfasserin aut Enthalten in Journal of the knowledge economy Springer US, 2010 15(2023), 2 vom: 18. Mai, Seite 7143-7170 (DE-627)621547573 (DE-600)2543346-5 1868-7873 nnns volume:15 year:2023 number:2 day:18 month:05 pages:7143-7170 https://dx.doi.org/10.1007/s13132-023-01399-2 X:SPRINGER Resolving-System kostenfrei Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 15 2023 2 18 05 7143-7170 |
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10.1007/s13132-023-01399-2 doi (DE-627)SPR056791674 (SPR)s13132-023-01399-2-e DE-627 ger DE-627 rakwb eng 330 VZ Foster, Lee verfasserin (orcid)0000-0002-9924-267X aut Integrating Knowledge Management and Governance for Innovation Outcomes: A New Framework for Managing Innovation in a Project Environment 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © The Author(s) 2023 Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governance mechanisms can assist in managing knowledge for innovation has received limited attention in the literature. Projects have additional difficulty being innovative due to their temporality and focus on their immediate performance rather than on building capability. This qualitative case study research explores the role of knowledge governance in contributing to better management of knowledge in the context of an innovation project in a government-owned, water utility in Queensland, Australia. This research contributes to the existing literature by bringing together insights from knowledge management, knowledge governance and innovation frameworks which culminated in a new knowledge-based innovation framework. The research further demonstrates how two knowledge governance mechanisms—trust and energy—influence the innovation process to make innovative outcomes more effective through the creation and transfer of new knowledge from projects to the organisation. Innovation (dpeaa)DE-He213 Knowledge-based systems (dpeaa)DE-He213 Knowledge management (dpeaa)DE-He213 Knowledge governance (dpeaa)DE-He213 Trust (dpeaa)DE-He213 Energy (dpeaa)DE-He213 Motivation (dpeaa)DE-He213 Wiewiora, Anna verfasserin (orcid)0000-0003-2550-9332 aut Donnet, Timothy verfasserin aut Enthalten in Journal of the knowledge economy Springer US, 2010 15(2023), 2 vom: 18. Mai, Seite 7143-7170 (DE-627)621547573 (DE-600)2543346-5 1868-7873 nnns volume:15 year:2023 number:2 day:18 month:05 pages:7143-7170 https://dx.doi.org/10.1007/s13132-023-01399-2 X:SPRINGER Resolving-System kostenfrei Volltext SYSFLAG_0 GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_26 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 15 2023 2 18 05 7143-7170 |
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330 VZ Integrating Knowledge Management and Governance for Innovation Outcomes: A New Framework for Managing Innovation in a Project Environment Innovation (dpeaa)DE-He213 Knowledge-based systems (dpeaa)DE-He213 Knowledge management (dpeaa)DE-He213 Knowledge governance (dpeaa)DE-He213 Trust (dpeaa)DE-He213 Energy (dpeaa)DE-He213 Motivation (dpeaa)DE-He213 |
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integrating knowledge management and governance for innovation outcomes: a new framework for managing innovation in a project environment |
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Integrating Knowledge Management and Governance for Innovation Outcomes: A New Framework for Managing Innovation in a Project Environment |
| abstract |
Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governance mechanisms can assist in managing knowledge for innovation has received limited attention in the literature. Projects have additional difficulty being innovative due to their temporality and focus on their immediate performance rather than on building capability. This qualitative case study research explores the role of knowledge governance in contributing to better management of knowledge in the context of an innovation project in a government-owned, water utility in Queensland, Australia. This research contributes to the existing literature by bringing together insights from knowledge management, knowledge governance and innovation frameworks which culminated in a new knowledge-based innovation framework. The research further demonstrates how two knowledge governance mechanisms—trust and energy—influence the innovation process to make innovative outcomes more effective through the creation and transfer of new knowledge from projects to the organisation. © The Author(s) 2023 |
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Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governance mechanisms can assist in managing knowledge for innovation has received limited attention in the literature. Projects have additional difficulty being innovative due to their temporality and focus on their immediate performance rather than on building capability. This qualitative case study research explores the role of knowledge governance in contributing to better management of knowledge in the context of an innovation project in a government-owned, water utility in Queensland, Australia. This research contributes to the existing literature by bringing together insights from knowledge management, knowledge governance and innovation frameworks which culminated in a new knowledge-based innovation framework. The research further demonstrates how two knowledge governance mechanisms—trust and energy—influence the innovation process to make innovative outcomes more effective through the creation and transfer of new knowledge from projects to the organisation. © The Author(s) 2023 |
| abstract_unstemmed |
Abstract Organisational competitive advantage is highly dependent on the ability to innovate and knowledge is a key component of innovation. Our understanding of knowledge processes and mechanisms is an emerging field of study and consequently, an understanding of how micro-level, knowledge governance mechanisms can assist in managing knowledge for innovation has received limited attention in the literature. Projects have additional difficulty being innovative due to their temporality and focus on their immediate performance rather than on building capability. This qualitative case study research explores the role of knowledge governance in contributing to better management of knowledge in the context of an innovation project in a government-owned, water utility in Queensland, Australia. This research contributes to the existing literature by bringing together insights from knowledge management, knowledge governance and innovation frameworks which culminated in a new knowledge-based innovation framework. The research further demonstrates how two knowledge governance mechanisms—trust and energy—influence the innovation process to make innovative outcomes more effective through the creation and transfer of new knowledge from projects to the organisation. © The Author(s) 2023 |
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Integrating Knowledge Management and Governance for Innovation Outcomes: A New Framework for Managing Innovation in a Project Environment |
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Wiewiora, Anna Donnet, Timothy |
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| score |
7.397748 |