Keywords: innovation, incremental innovation, innovation performance, knowledge creation, teamwork, job rotation, environmental dynamism
Companies and organisations tend to create new innovations by recombining existing knowledge. Indeed, it is estimated that approximately 99% of all innovations and patents are re-combinations of existing knowledge and ideas.
As a result, the quality and quantity of any organisation’s innovative capacity depends primarily on the knowledge flow, knowledge management and handling within the organisation. A number of previous studies have found that, at the heart of this process of turning knowledge into innovation, is the organisation’s human capital pool and its capability to manage and re-engineer knowledge and how they interact with human resource management practices and systems.
Understanding how knowledge management, knowledge stock and knowledge flow combine with people and systems within the organisation, as well as external factors such as technology, market innovation, the economy et cetera, is an important part of understanding how to generate superior incremental innovation performance.
This research briefing is essential reading for anyone interested in developing innovation behaviours and capability in organisations.
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