Knowledge Management for Process, Organizational and Marketing Innovation: Tools and Methods

  • 7h 15m
  • Emma O'Brien, Mark Southern (eds), Seamus Clifford
  • IGI Global
  • 2011

There has been a significant increase in knowledge-driven industries over the past decade. Despite the importance of knowledge in the innovation process, little research has been conducted into how knowledge management can be applied to make the innovation process more effective.

Knowledge Management for Process, Organizational and Marketing Innovation: Tools and Methods outlines different tools and technologies that can be applied depending on the type of innovation an organization desires. It provides concrete advice on the different types of innovation, situations in which innovation may be useful and the role of knowledge and different tools and technologies to support it.

About the Editors

Emma O'Brien BBS (Business Computing), MSc, PhD - Enterprise Research Centre, UL. Emma is a research fellow with the enterprise research centre (ERC) in the University of Limerick. She has worked on several national and international projects in her time in the ERC In May 2000 - 2003 Emma worked with an international e-learning company, NetG in which she was responsible for developing e-learning products for the customers. Furthermore she was responsible for Managing the localisation of courses by our Japanese partners and maintaining and editing the course engines for localization. In October 2005 she completed her PhD - eCasme and beyond towards tailoring training in SMEs in which she Identified a framework to assist SMEs to tailor e-learning courses to their training needs. In addition Emma implemented this framework as a practical online tool. Emma is a member of the editorial board of the Journal of Technology Enhanced Learning and participated as a reviewer for IADIS International Conference in E-Learning.

Seamus Clifford, BSc, MSc, PhD, NPDP - Enterprise Research Centre, UL. Seamus is a senior research fellow with the Enterprise Research centre in University of Limerick. He is currently working on several Innovation Partnership projects (Industry-University joint research projects) with companies dealing with issues around experimental design / engineering knowledge management, process innovation and new product development. He completed his PhD in 2001 at the University of Limerick. The project was on the Formulation of Capacitor Materials for Reliable Co-fired Capacitor-Varistor Devices and was completed for the New Product Development Department at Harris Semiconductor (Irl) Ltd., now Littelfuse (Ire) Ltd. The aim of the project was to produce a surface mountable co-fired varistor-capacitor device. Prototyping was carried out on the production pilot line based at Littelfuse in Dundalk. Previously, he was also a research fellow for three years with the European Commission at their Institute for Reference Materials and Measurements (IRMM - based at Geel in Belgium) and he has also worked at the Swiss Federal laboratories for Materials Testing and Research (EMPA - based at St. Gallen in Switzerland) as an extractive metallurgist. He has also worked for Tubex Ltd., for three years, at both the Plastics and the Aluminium Divisions on the installation of the ISO 9000 quality system and the definition and control of product specifications.

Mark Southern, BSc PhD - Enterprise Research Centre, UL. Mark graduated from Nottingham Trent University in 1989 with a degree in Industrial Studies and obtained his Doctorate in 2004 by researching the application of innovative wireless technology applications into SMEs. He is currently working with the Enterprise Research Centre on a European Research project called EURobust. This project is looking at the application of robust design tools in European industry. Mark is an experienced manager with a proven track record in project team management in both multinational's and SME's. He has significant experience in managing teams in research, design, development, procurement and installation of complex manufacturing systems in these environments. He is an experienced man manager with a excellent track record in financial metrics management and dead line achievement.

In this Book

  • Readiness for Knowledge Management, Methods and Environments for Innovation
  • Knowledge Management as an Organizational Process: From a Theoretical Framework to Implementation Guidelines
  • The Management of Knowledge Resources within Private Organisations: Some European "Better Practice" Illustrations
  • Knowledge Management and Project Management in 3D: A Virtual World Extension
  • Industrialisation of the Knowledge Work: The Knowledge Conveyor Belt Approach
  • Social Network Analysis as a Tool for Knowledge Management for Innovation
  • Change Knowledge Management: Transforming a Ghost Community into a Real Asset
  • Product Innovation as a Result of Knowledge Development Processes in Organisations
  • New Product Development Based on Knowledge Creation and Technology Education
  • A Novel Practical Triangular Approach to Process Innovation: VDF Model
  • Knowledge Management in SMEs: A Mixture of Innovation, Marketing and ICT: Analysis of Two Case Studies
  • Acquiring and Applying Market Knowledge for Large Software Purchases: Products, Personas, and Programs
  • Where are We Looking? A Practical Approach to Managing Knowledge Captured from Eye-Tracking Experiments: The Experience of Gulf Air
  • Organizational Antecedents of Intellectual Capital
  • Intellectual Capital: How Knowledge Creates Value