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2 edition of Knowledge management practices and path dependency in innovation found in the catalog.

Knowledge management practices and path dependency in innovation

Rod Coombs

Knowledge management practices and path dependency in innovation

by Rod Coombs

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  • 33 Currently reading

Published by Centre for Research on Innovation and Competition in Manchester .
Written in English


Edition Notes

Dated June 1997.

StatementRod Coombs and Richard Hull.
SeriesCRIC discussion papers -- no. 2
ContributionsHull, Richard., University of Manchester. Centre for Research on Innovation and Competition.
The Physical Object
Pagination26p. ;
Number of Pages26
ID Numbers
Open LibraryOL17496798M

Instead of exploring new knowledge, organizational practice is shaped by the exploitation of existing knowledge (Rycroft & Kash ). argue that analyses of organizational path dependence and. Read the latest articles of Research Policy at , Elsevier’s leading platform of peer-reviewed scholarly literature.

Knowledge management systems support the creation, transfer and application of knowledge in organizations (Alavi & Leidner, ).Knowledge management systems collect these abilities and the know-how sustaining the foundations of distinctive activities (Alavi & Leidner, ).Therefore, Knowledge Management Practices (KMP) are considered organizational routines (Nelson & Winter, Cited by: Lam, A. and Lundvall, B-Å., Innovation policy and knowledge management in the learning economy: the interplay between firm strategies and national systems of competence building and innovation. Paper presented at the OECD High Level Forum on Knowledge Management: The New Challenge for Firms and Organizations, Ottawa, Septem

Evidence from the rapidly growing body of literature on path dependence and from six case studies of complex technologies (i.e. turbine blades, cardio-imaging technology, audio compact discs (CD's. knowledge management and innovation in organizations. The study seeks to examine and elaborate the linkage between knowledge management process and innovation process to dig out the important relationships and flows of activities. Design/Methodology/Approach: The study .


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Knowledge management practices and path dependency in innovation by Rod Coombs Download PDF EPUB FB2

'Knowledge management practices' and path-dependency in innovation. Knowledge Management and Innovation (Innovation Maturity Model) Search for more papers by this author. Jean‐Marie Bezard.

Search for more papers by this author. Book Editor(s): Imed Boughzala. Search for more papers by this author The evolution and path dependence hypothesis. Innovation factors. Conclusion. References.

Trends in. Fourth Generation R&D defines a comprehensive, state-of-the-art model for the practice of innovation and R&D management. In this breakthrough book, renowned R&D professionals William L.

Miller and Langdon Morris fully describe the essential qualities, factors, methods, and business processes that enable successful innovators to consistently Cited by: Hull, Richard and Coombs, Rod 'Knowledge Management Practices’ and Path Dependency in Innovation.

Research Policy, 27(3), pp. ISSN [Article]. During the nineties, economic theory shed new light on the technology adoption behaviors, especially through the notions of increasing returns to adoption and path dependence.

This approach explains how the succession of adoption behaviors that may seem insignificant contributes to the diffusion of radical innovations. 'Knowledge Management Practices’ and Path Dependency in Innovation printed twice in international reference collections on the management of technology and knowledge: in\ud Organizational Learning and Knowledge Management, Three Volumes, Edited by William H Starbuck, Cheltenham: Edward Elgar (), The International Library of Critical Author: Richard Hull and Rod Coombs.

Part of the Innovation, Technology, and Knowledge Management book series (ITKM) Abstract The aim of the paper is to analyse the extent to which path-dependency is shaping innovative activities and their outcomes by considering the composite indicators of input, process, output and : Elias G.

Carayannis, Kadri Ukrainski, Jaan Masso, Urmas Varblane. Coombs, Rod & Hull, Richard, "'Knowledge management practices' and path-dependency in innovation," Research Policy, Elsevier, vol.

27(3), pagesJuly. Download PDF: Sorry, we are unable to provide the full text but you may find it at the following location(s): (external link)Author: Rod Coombs and Richard Hull. Keywords Knowledge management practices, Innovation Paper Type Conceptual paper I.

Introduction In a volatile environment, firm‟s competitive advantages rely on its capability to effectively and constantly deliver innovative products to its customers (Lin, Che, Ting, ). The global business environment. The paper analyzes the ways in which knowledge management contributes to the success of today’s companies and leads to an increase in their effectiveness and ability to remain competitive, and.

between innovation persistence, knowledge cumulativeness and path dependence. Section four is dedicated to a review of recent econometric studies on the topic. Finally, in section five we draw the main conclusions and policy implications, and highlight areas of research in this specific field that seem to deserve further investigations.

'Knowledge management practices' and path-dependency in innovation. Rod Coombs and Richard Hull. Research Policy,vol. 27, issue 3, Date: References: Add references at CitEc Citations: View citations in EconPapers (27) Track citations by RSS feed.

Downloads: (external link)Cited by: Coombs, R and R Hull [] Knowledge management practices and path-dependency in innovation. Research Policy, 27 (3), – Crossref, ISI, Google Scholar; Corbin, J and A Strauss [] Basics of qualitative research: Techniques and procedures for developing grounded theory.

Thousand Oaks, CA: Sage Publications. Google ScholarCited by: 8. Some companies are even creating a new position, chief knowledge officer, to head up this effort. Companies use their IT systems to facilitate the physical sharing of knowledge.

But better hardware and software are not the answer to KM. KM is not technology-based, but rather a business practice. Coombs, R. and R.

Hull () “Knowledge Management Practices” and Path-Dependency in Innovation’, Research Policy, 27(3): – CrossRef Google Scholar Cypher, J. and J. Dietz () The Process of Economic Development (London: Routledge).Cited by: Title: Knowledge management practices for innovation: an audit tool for improvement.

Authors: Richard Hull, Rod Coombs, Malcolm Peltu. which seeks to understand the potential contribution of Knowledge Management towards altering the path dependency of a firm|s innovation activities.

This research developed a distinct and specific focus on. positive impact on the innovation process, knowledge management practices can help to extend the boundaries of knowledge and therefore diminish ignorance in certain fields of activity.

Moreover, by extending access to existing knowledge, knowledge management techniques can ensure the more equal distribution of knowledge, andFile Size: 80KB. Wellsprings of knowledge: Building and sustaining the sources of innovation by Dorothy Leonard-Barton, Boston: Harvard Business School Press, + xv pages.

$ Journal of Product Innovation Management, 13(3), pp Path dependence and path creation may therefore be competing immanent possibilities in an innovation process. Our perspective on path dependence and path creation is characterized by four specific points of theoretical interest: 1.

Diversity: The level of diversity in cognitive schemas in relation to innovation. The level of diversity is. Knowledge management practices and path dependency in innovation. Research Policy, 27 (3), Examining the link between knowledge management practices and types of innovation.

Journal of Intellectual Capital, 3 (3), Because of practical and theoretical implications of path dependencies on change, knowledge, and innovation management, the authors’ analysis might significantly contribute to the interpretation of. With a limited variety of latent routines, knowledge, capabilities and agency to draw on when needed, these firms have limited organizational responsiveness and Cited by: