VOIS - Area 2 - Module 3

  1. MODULE TITLE

Module 3: Knowledge management in-house and across organisations.
  1. AUTHORS

Prof. Marina Dabić, Tena Obradović Posinković
  1. SHORT DESCRIPTION

For the successful implementation of open innovation activities, it is not enough for SMEs to cooperate with external partners and exchange their ideas, technology, and knowledge. Small and medium-sized enterprises also need to develop capabilities, enable their employees to acquire knowledge and manage existing and newly acquired knowledge. Knowledge management helps managers control knowledge within their organizations, but also knowledge available outside their companies. In this module SMEs from bioeconomy and agri-food industry can learn about the types of knowledge, but also get advice for managing in-house knowledge, as well as knowledge across organizations.
  1. LEARNING OBJECTIVES

    Upon completing this module, you should be able to:

  • Identify the types of knowledge within your SME and understand which resources represent your competitive advantage.
  • Have a deeper understanding of knowledge management and how your SME can benefit from implementing open innovation activities.
  • Have a deeper understanding of the types of partners and how your SME can benefit from collaboration.
  • Learn how to motivate your employees to use knowledge acquired outside their own company and how to motivate them to share knowledge.
  1. Training Content
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References

Alassaf, D., Dabić, M., Shifrer, D., & Daim, T. (2020). The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study. Journal of Knowledge Management, 24(9), 2273-2297. https://doi.org/10.1108/JKM-02-2020-0122

Chesbrough, H.W. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Harvard Business School Press, Boston, MA.

Chesbrough, H. (2006). Open innovation: a new paradigm for understanding industrial innovation. In Chesbrough, H., Vanhaverbeke, W., & West J. (Eds.), Open Innovation: Researching a New Paradigm (pp. 1-12). Oxford University Press, Oxford.

Dabić, M., Vlačić, E., Ramanathan, U., & Egri, C. P. (2019). Evolving absorptive capacity: The mediating role of systematic knowledge management. IEEE Transactions on Engineering Management, 67(3), 783-793. https://doi.org/10.1109/TEM.2019.2893133

De Bem Machado, A., Secinaro, S., Calandra, D., & Lanzalonga, F. (2022). Knowledge management and digital transformation for Industry 4.0: A structured literature review. Knowledge Management Research & Practice, 20(2), 320-338. https://doi.org/10.1080/14778238.2021.2015261

Kiessling, T. S., Richey, R. G., Meng, J., & Dabic, M. (2009). Exploring knowledge management to organizational performance outcomes in a transitional economy. Journal of World Business, 44(4), 421-433. https://doi.org/10.1016/j.jwb.2008.11.006

Laursen, K., & Salter, A. (2006). Open for innovation: The role of openness in explaining innovation performance among U.K. manufacturing firms. Strategic Management Journal, 27(2), 131-150. https://doi.org/10.1002/smj.507

Manesh, M. F., Pellegrini, M. M., Marzi, G., & Dabic, M. (2021). Knowledge management in the fourth industrial revolution: Mapping the literature and scoping future avenues. IEEE Transactions on Engineering Management, 68(1), 289-300. https://doi.org/10.1109/TEM.2019.2963489

Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organisation Science, 5(1), 14–37. http://dx.doi.org/10.1287/orsc.5.1.14

Valkokari, K., & Helander, N. (2007). Knowledge management in different types of strategic SME networks. Management Research News, 30(8), 597-608. https://doi.org/10.1108/01409170710773724

Wong, K. Y. (2005). Critical success factors for implementing knowledge management in small and medium enterprises. Industrial management & Data systems, 105(3), 261-279. https://doi.org/10.1108/02635570510590101

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