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Learning Models for Innovation in Organizations

Book Description

In order to strive for a competitive advantage in their industry, organizations have begun achieving innovation through knowledge-driven learning models to ensure that organizational activities are efficient and effective. Learning Models for Innovation in Organizations: Examining Roles of Knowledge Transfer and Human Resources Management provides relevant theoretical frameworks and empirical research findings to enhance knowledge management and learning competencies for organizational activities. This book offers assistance and guidance to managers and professionals of innovation firms, learning organizations, and other work communities through tools, techniques, and strategic suggestions for improvement.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Book Series
  5. Editorial Advisory Board and List of Reviewers
    1. Editorial Advisory Board
    2. List of Reviewers
  6. Preface
  7. Chapter 1: Could Knowledge, Learning, and Innovation Gaps be Spiralling?
    1. ABSTRACT
    2. INTRODUCTION
    3. TRANSFORMATION INTO A KNOWLEDGE-BASED ORGANISATION (KBO)
    4. ROLE OF ORGANIZATIONAL KNOWLEDGE
    5. ROLE OF CORPORATE MEMORY
    6. KNOWLEDGE FLOWS THROUGH CORPORATE MEMORY
    7. CHARACTERISATIONS OF KNOWLEDGE FLOWS AND TRANSFER
    8. TRANSFORMATION INTO A LEARNING ORGANISATION (LO)
    9. IMPACT OF ORGANIZATIONAL LEARNING FAILURES
    10. TRANSFORMATION INTO AN INNOVATIVE ORGANISATION (IO)
    11. MODERN APPROACHES TO HRM
    12. KNOWLEDGE FLOW THROUGH THE INNOVATION CHAIN
    13. INNOVATION FAILURE DUE TO KNOWLEDGE GAPS
    14. INNOVATION CHAIN SPIRALS
    15. INFORMATION GAPS
    16. CONCLUSION
    17. REFERENCES
  8. Chapter 2: Innovation, Learning, Communities, and Actor-Networks of Practice
    1. ABSTRACT
    2. INTRODUCTION
    3. CONNECTING COPS AND INNOVATION
    4. CONNECTING COMMUNITIES OF PRACTICE AND INTERPRETIVE BARRIERS TO INNOVATION
    5. FRAME-BREAKING: POWER AND THE MICROPOLITICS OF WORK, LEARNING, AND INNOVATION
    6. CONCLUSION
    7. REFERENCES
    8. ENDNOTES
  9. Chapter 3: Mind Training for Innovation
    1. ABSTRACT
    2. INTRODUCTION
    3. WHY FOCUS ON KNOWLEDGE-SHARING, CREATIVITY AND INNOVATION?
    4. ISSUES, CONTROVERSIES, PROBLEMS
    5. SOLUTIONS AND RECOMMENDATIONS
    6. FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
    8. REFERENCES
    9. KEY TERMS AND DEFINITIONS
  10. Chapter 4: Establishing Learning Places and Knowledge Flows to Stimulate Innovation
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. THE INTERPLAY OF KNOWLEDGE, LEARNING AND INNOVATION
    5. AN ILLUSTRATIVE CASE
    6. FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
    8. REFERENCES
    9. ADDITIONAL READING
    10. KEY TERMS AND DEFINITIONS
  11. Chapter 5: The Construction of Knowledge Management
    1. ABSTRACT
    2. INTRODUCTION
    3. KNOWLEDGE MANAGEMENT
    4. HISTORY OF KNOWLEDGE MANAGEMENT
    5. TYPES OF KNOWLEDGE
    6. LEARNING ORGANIZATION
    7. Organizational Learning
    8. KNOWLEDGE TRANSFER AND HUMAN RESOURCES MANAGEMENT: THE FEEDING OF KNOWLEDGE
    9. CONCLUSION
    10. REFERENCES
    11. ADDITIONAL READING
    12. KEY TERMS AND DEFINITIONS
    13. ENDNOTES
  12. Chapter 6: Innovative Approaches to Improving the Transfer and Sustainability of Learning
    1. ABSTRACT
    2. INTRODUCTION
    3. PROBLEM STATEMENT
    4. METHOD
    5. RESULTS
    6. CONCLUSION
    7. REFERENCES
    8. KEY TERMS AND DEFINITIONS
  13. Chapter 7: Knowledge Management
    1. ABSTRACT
    2. INTRODUCTION
    3. KNOWLEDGE MANAGEMENT DEFINITIONS: AN UNDERSTANDING
    4. INFLUENCES ON KNOWLEDGE MANAGEMENT PRACTICES
    5. KNOWLEDGE MANAGEMENT IN THE MIDDLE EAST
    6. CRITICAL SUCCESS FACTORS
    7. STEPS FOR ESTABLISHING A KNOWLEDGE MANAGEMENT PROGRAM
    8. CONCLUSION
    9. REFERENCES
  14. Chapter 8: Managing Knowledge through Dynamic Capabilities
    1. ABSTRACT
    2. DYNAMIC CAPABILITIES IN AN ORGANIZATION
    3. THE DYNAMIC CAPABILITY ARCHITECTURE
    4. MANAGING KNOWLEDGE RESOURCES
    5. KNOWLEDGE MANAGEMENT AND DYNAMIC CAPABILITIES: AN OVERVIEW OF PRIOR RESEARCH
    6. THE HUMAN RESOURCE MANAGEMENT CONTEXT FOR KM CAPABILITY DEVELOPMENT
    7. TOWARD A NEW SYNTHESIS: THE KM-BASED CAPABILITY MODEL, OR THE CAPABILITY-BASED KM MODEL?
    8. A FEW REMARKS (INSTEAD OF A CONCLUSION)
    9. REFERENCES
    10. ADDITIONAL READING
    11. KEY TERMS AND DEFINITIONS
  15. Chapter 9: Can Human and Technical Resources be In Sync to Advance Resourceful Inclusive Enterprise?
    1. ABSTRACT
    2. INTRODUCTION
    3. AN OVERVIEW OF LITERATURE REVIEW
    4. Successfully Designed and Implemented Change
    5. THE WAY FORWARD
    6. FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
    8. REFERENCES
    9. KEY TERMS AND DEFINITIONS
    10. APPENDIX: LIKERT SCALES
  16. Chapter 10: Total Relationship Management of Knowledge and Information Technology for Innovation
    1. ABSTRACT
    2. INTRODUCTION
    3. KNOWLEDGE AND INFORMATION TECHNOLOGY
    4. TRM, IT AND KM
    5. E-TOTAL KNOWLEDGE MANAGEMENT (E-TKM)
    6. E-TKM AND PSYCHOLOGY
    7. SOLUTIONS AND RECOMMENDATIONS
    8. FUTURE RESEARCH DIRECTIONS
    9. CONCLUSION
    10. REFERENCES
    11. KEY TERMS AND DEFINITIONS
  17. Chapter 11: Learning and Innovation in Uncertain Times
    1. ABSTRACT
    2. INTRODUCTION
    3. CONCLUSION
    4. REFERENCES
  18. Chapter 12: Organizational Efficiency and X-Inefficiency
    1. ABSTRACT
    2. INTRODUCTION
    3. LITERATURE REVIEW ON ORGANIZATIONAL EFFICIENCY AND X-INEFFICIENCY
    4. THE MECHANISMS OF DETECTION AND RESOLUTION OF THE X-INEFFICIENCY: THEORY OF ORGANIZATIONAL LEARNING AND GAME THEORY
    5. IMPROVING ORGANIZATIONAL EFFICIENCY THROUGH LEARNING ORGANIZATION, TRANSFER OF KNOWLEDGE AND INNOVATION
    6. DISCUSSION AND CONCLUSION
    7. FUTURE RESEARCH DIRECTIONS
    8. REFERENCES
    9. KEY WORDS AND DEFINITIONS
  19. Chapter 13: Evolutionary Learning Organization in a System Orientation of Ethico-Economics
    1. ABSTRACT
    2. OBJECTIVE
    3. SOME DEFINITIONS
    4. A GENERALIZED FORM OF THE STRUCTURE AND FUNCTIONS OF EVOLUTIONARY LEARNING ORGANIZATION
    5. PREFERENCE FORMATION IN ISLAMIC CORPORATE RELATIONS
    6. UNIQUENESS OF THE ISLAMIC EVOLUTIONARY LEARNING MODEL OF ORGANIZATIONAL BEHAVIOUR
    7. CONCLUSION
    8. REFERENCES
    9. ENDNOTES
  20. Chapter 14: Attributes of the Learning-Innovation Transformational Leader
    1. ABSTRACT
    2. INTRODUCTION
    3. TRANSFORMATION INTO LEARNING ORGANIZATION
    4. TRANSFORMATION INTO INNOVATIVE ORGANIZATION
    5. TRANSFORMATIONAL LEADERSHIP ATTRIBUTES
    6. CRITICAL ATTRIBUTES OF TRANSFORMATIONAL LEADER
    7. RESULTS
    8. CONCLUSION
    9. REFERENCES
  21. Chapter 15: The Green 5-S Model for Organisational Learning and Development
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. MAIN FOCUS OF THE CHAPTER
    5. ISSUES, CONTROVERSIES, PROBLEMS: FROM 5-S TO TQM
    6. SOLUTIONS AND RECOMMENDATIONS
    7. FUTURE RESEARCH DIRECTIONS
    8. CONCLUSION
    9. REFERENCES
    10. APPENDIX A: THE I5SO 5-S® AUDIT CHECKLIST (VER.13; JAN 2013)
    11. APPENDIX B: LEAN 5-S® AUDIT CHECKLIST: 10 OPERATIONS & 5 STEPS APPROACH (VER.3; JAN 2013)
  22. Chapter 16: Could Knowledge Gaps Drive Quality Improvement?
    1. ABSTRACT
    2. INTRODUCTION
    3. THE ROLE OF KNOWLEDGE MANAGEMENT IN QUALITY MANAGEMENT IN THE SOFTWARE INDUSTRY
    4. THE EVOLUTION OF KNOWLEDGE MANAGEMENT
    5. KNOWLEDGE MANAGEMENT ACTIVITIES
    6. KNOWLEDGE GAPS
    7. RESEARCH DESIGN
    8. RESEARCH METHODOLOGY AND METHODS
    9. HYPOTHESES TESTING
    10. ANALYSIS AND CONCLUSION
    11. REFERENCES
  23. Compilation of References
  24. About the Contributors