CQP Intermediate Level

Innovation and Knowledge Management flashcards

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Complete Flashcard Reference

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How does tacit knowledge differ from explicit knowledge?

Tacit: held in a person's head and hard to articulate (skill, intuition, judgement). Polanyi: we know more than we can tell. It moves mainly by demonstration, apprenticeship and shared experience. Explicit: articulated and recorded (procedures, specifications, databases). It can be copied, stored and transmitted at almost no cost.

What does clause 7.1.6 of KS ISO 9001 require about organisational knowledge?

The organisation must determine the knowledge necessary for the operation of its processes, maintain it, and make it available to the extent necessary. When addressing changing needs and trends, it must consider its current knowledge and determine how to acquire what is additionally required. The 2015 edition introduced it.

Name the four examinable knowledge management cycles and the distinctive emphasis of each.

Meyer and Zack: knowledge as a product; strongest on refinement. Bukowitz and Williams: tactical and strategic loops; the only cycle with divesting knowledge. McElroy: validation of knowledge claims before integration. Wiig: building, holding, pooling and using; emphasis on use.

What are the four modes of Nonaka and Takeuchi's SECI model?

Socialisation: tacit to tacit, through shared experience. Externalisation: tacit to explicit, through dialogue, metaphor and models. The most difficult mode. Combination: explicit to explicit, by sorting and combining sources. Internalisation: explicit to tacit, by learning by doing.

What is the critical incident technique, and what is it best for?

The expert recounts specific past incidents, particularly difficult or unusual ones, and is questioned about what they noticed and decided at each point. It surfaces judgement, which is invisible in routine work and visible in a crisis.

What is a community of practice, and what are Wenger's three defining elements?

A group of people who share a concern or a passion for something they do, and who learn to do it better as they interact regularly. Domain: the shared area of interest. Community: the relationships through which members engage and help each other. Practice: the shared repertoire of resources, stories, tools and ways of handling recurring problems.

What are Schein's three levels of culture, and which one predicts behaviour?

Artefacts: the visible surface of layout, symbols and stated policy. Espoused values: what the organisation says it believes. Basic underlying assumptions: what people actually believe and act on, usually unspoken. Only the third level predicts behaviour.

How does the Oslo Manual define innovation, and how does it differ from invention?

Innovation: the implementation of a new or significantly improved product, service, process, marketing method or organisational method. The operative word is implementation. An invention is a new idea or device; it becomes an innovation only when implemented and creating value. Most inventions never do.

What is the purpose of the stage-gate process?

To kill unsound projects cheaply and early rather than to approve good ones. Cost rises roughly an order of magnitude at each stage (discovery, scoping, business case, development, testing and validation, launch), so the early gates are where the economics are made. A gate that never kills a project is a gate in name only.

What three questions must an innovation strategy answer?

How innovation will create value for customers. How the organisation will capture a share of that value. What types of innovation will deliver it. Value capture is the one most often omitted: without complementary assets (manufacturing, distribution, brand, service) an imitator takes the value, which is Teece's argument.

What is Dalkir's definition of knowledge management?