fbpx

Marija Pendevska – Komercijalna Banka AD Skopje, ul. Orce Nikolov br. 3, 1000 Skopje, R. North Macedonia

 

DOI: https://doi.org/10.31410/ITEMA.2020.185

 

4th International Scientific Conference on Recent Advances in Information Technology, Tourism, Economics, Management and Agriculture – ITEMA 2020, Online/virtual, October 8, 2020, CONFERENCE PROCEEDINGS published by the Association of Economists and Managers of the Balkans, Belgrade; Printed by: SKRIPTA International, Belgrade, ISBN 978-86-80194-36-3, ISSN 2683-5991, DOI: https://doi.org/10.31410/ITEMA.2020

 

 

Abstract

Business community faces rapid change due to the technology development. Its influence on business environment causes change in the knowledge base and its possibilities on achieving new solution as innovation thus gaining new knowledge. Enterprises are managing these continuous changes using the knowledge of its unique set of enterprise’s knowledge infrastructure, employee’s knowledge skills and business environment. This implies that fast knowledge development from technology development and innovation makes high pressure on the enterprises and on its employees as well. The manner how this is used and utilized within enterprise becomes dominant challenge for every enterprise and its respective management globally. Many researches in the past years have shown that innovations as commercialisation of new knowledge development and knowledge management practices can assist facing those challenges remarkably. Creating the balance between them is unique for every enterprise, for every respective management.
This research paper consists of the following parts: introduction, selected theoretical and empirical framework and conclusion.
The theoretical framework gives selected overview of the relevant researches in the field of knowledge management and innovation and their respective interrelation in new knowledge creation and commercialising of this new knowledge as innovation.
The empirical framework describes the research design and gives the selected results obtained through the research of selected enterprises based on Questionnaire that covers key parameters previously discussed in the theoretical framework. Research focus is measuring the existence, the exchange, the creation of knowledge within enterprises and its usage in terms of new product development and/or improved products of the respective enterprises. Finally, in the conclusion, the study results are elaborated and their contribution to the existing body of knowledge and industry practices is discussed.

 

Keywords

Knowledge management, New knowledge creation, Innovation, Open innovation, Closed innovation, Radical innovation, Incremental innovation.

 

References

Dalkir, Kimiz. 2005. Knowledge Management in Theory and Practice. Butterworth Heinemann. Vol. 4. https://doi.org/10.1002/asi.21613.
Evans, Max, Kimiz Dalkir, and Catalin Bidian. 2014. “A Holistic View of the Knowledge Life Cycle: The Knowledge Management Cycle (KMC) Model.” Electronic Journal of Knowledge Management 12 (2): 85–97.
Heisig, Peter. 2013. “Knowledge Management – Step by Step Knowledge Management – Step by Step • Background • Concepts • Knowledge Management – Step by Step Report from Business Practice • Concepts • Summary,” no. January: 1–7.
Heij C. V. 2015. Innovating beyond Technology, ERIM PhD Series in Research in Management, 370 ERIM reference number: EPS-2015-370-S&E ISBN 978-90-5892-418-6
Kolb, Alice Y, and David a Kolb. 2008. “Experiential Learning Theory: A Dynamic, Holistic Approach to Management Learning, Education and Development.” Handbook of Management Learning, Education and Development, 1–59. https://doi.org/http://dx.doi.org/10.4135/9780857021038.n3.
Kok, J.A.2005, Can models for knowledge management be successfully implemented to manage the diversity of indigenous knowledge?
Nonaka, I., Takeuchi, H. (1995): The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, May, (1995:58)
Nonaka, Ikujiro, and Noboru Konno. 1998. “The Concept of ‘Ba.’” California Management Review. https://doi.org/10.1016/j.otsr.2010.03.008.

Nonaka, Ikujiro, and Ryoko Toyama. 2003. “The Knowledge-Creating Theory Revisited: Knowledge Creation as a Synthesizing Process.” Knowledge Management Research & Practice 1 (1): 2–10. https://doi.org/10.1057/palgrave.kmrp.8500001.
Minbaeva, Dana B., Kristiina Mäkelä, and Larissa Rabbiosi. 2010,” Explaining Intra-Organizational Knowledge Transfer at the Individual Level” Center for Strategic Management and Globalization Copenhagen Business School -Working Paper No. 1/2010. http://openarchive.cbs.dk/bitstream/handle/10398/8001/SMGWP2010_1.pdf?sequence=1.
Mcelroy, Mark W. 2001. “Second-Generation Knowledge Management.”
North, K., Probst, G., Romhardt, K. (1998): Wissenmessen – Ansätze, Erfahrungen und kritische Fragen, in Zeitschrift für Führung und Organisation, Vol. 3
Michailova, Snejina, and Kate Hutchings. (2004) “Knowledge Sharing and National Culture: A Comparison Between China and Russia” Journal of Management Studies.
Oslo Manual, 2005, OECD 2005. “Oslo Manual.” http://www.oecd.org/science/inno/2367580.pdf.
Pendevska Marija, (2019), “The Influence of knowledge management on the innovation in the enterprises in Republic Macedonia”, doctoral thesis, defended June 2019 at Faculty of Economy, University Cyril and Methodius Skopje.
Probst, G., Raub, S., Romhardt, K. (2000): Managing Knowledge, John Wiley & Sons, Chichester
Resatsch Florian, Faisst Ulrich 2003, “Measuring the Performance of Knowledge Management Initiatives.” n.d.
Wiig K.M, 1993, Knowledge Management Foundations: Thinking about Thinking: How People and Organizations Create, Represent and Use Knowledge. Willke H, 1998. Systematisches Wissenmanagement, Stuttgart: Lucius und Lucius 1998: 39
Witt, Ulrich. 2016. “What Kind of Innovations Do We Need to Secure Our Future?” Journal of Open Innovation: Technology, Market, and Complexity 2 (1): 17. https://doi.org/10.1186/s40852-016-0043-y.
Witt, Ulrich, Tom Broekel, and Thomas Brenner. 2007. “Knowledge and Its Economic Characteristics – A Conceptual Clarification.” Ssrn. https://doi.org/10.2139/ssrn.1019222.

 

Download Full Paper

Connect with us

Association of Economists and Managers of the Balkans – UdEkoM Balkan
179 Ustanicka St, 11000 Belgrade, Serbia

https://www.udekom.org.rs/home

Udekom Balkans is a dynamic non-governmental and non-profit organization, established in 2014 with a mission to foster the growth of scientific knowledge within the Balkan region and beyond. Our primary objectives include advancing the fields of management and economics, as well as providing educational resources to our members and the wider public.

Who We Are: Our members include esteemed university professors from various scientific disciplines, postgraduate students, and experts from ministries, public administrations, private and public enterprises, multinational corporations, associations, and similar organizations.

Building Bridges Together: Over the course of ten years since our establishment, the Association of Economists and Managers of the Balkans has established impactful partnerships with more than 1,000 diverse institutions across the Balkans region and worldwide.

ITEMA conference publications are licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.