International Journal of Applied Entrepreneurship (ISSN: 1742-5824) Volume 2 Issue 1
Dr. Andrew L S Goh, Ph.D.
Division of Business
University of South Australia
In today’s business environment, the pursuit of innovation is mandatory for companies to stay competitive. Businesses are now increasingly focusing on leveraging innovation management (IM) as a corporate strategy. At the same time, the heightened attention placed on the explicit use of knowledge has also compelled managers to capitalise on knowledge management (KM) practices to create more cost-effective and better quality innovations. Thus, companies are turning to KM initiatives such as knowledge sharing methodologies, communities of practice and web-based technologies as management tools for improving innovation performance.
This article first argues for the need to connect the two strands of thinking behind knowledge management (KM) and innovation management (IM) - to capitalise on knowledge and leverage from innovation. Next, it highlights the links between KM and IM by proffering arguments on how they should be integrated together within an organisational context. It then develops an integrative linked model as the strategic framework for connecting knowledge management (KM) elements to innovation mechanisms and vice versa. The model is then applied on the case of Singapore Airlines – to purposefully identify opportunities from KM elements and innovation mechanisms to illustrate its applicability. Finally, it concludes that future studies based on survey techniques or interview methodologies using experts’ opinions or managers’ real-life experience should be considered to further consolidate the applicability of the model.
Knowledge management (KM), KM practices, KM elements, KM initiatives, KM solutions, KM tools, innovation management (IM), innovation mechanisms, innovation pursuits, Rothwell’s classification, innovation models, integrative linked model.