Paper CQP 204

Innovation and Knowledge Management

The overall purpose of this paper is to equip learners with knowledge, skills and abilities of knowledge management and innovation management for quality improvement The learner should acquire knowledge of innovations, apply it in the working place as demonstrated by increased efficiency, new working methods, products and services.

On completion, a candidate should be able to

To conceptualize the key knowledge management processes and cycles.
To demonstrate understanding of Knowledge Management Tools and their applications.
To apply acquired knowledge to develop and implement knowledge management strategy.
To analyze the key drivers of innovation (investment in R&D, regulations, the market) and align with organizational strategy,
To demonstrate how Innovation leads to improvement in Performance and Capability

Content

2
The Knowledge Management Cycle
Conceptualize the key knowledge management processes and cycles throughout the knowledge management cycle.
1. Introduction
2. Major Approaches to the KM Cycle
3. The Meyer and Zack KM Cycle
4. The Bukowitz and Williams KM Cycle
5. The McElroy KM Cycle
6. The Wiig KM Cycle
3
Knowledge Management Models
Demonstrate understanding the key tenets of the major knowledge management theoretical models in use today.
1. Major Theoretical KM Models
2. The Von Krogh and Roos Model of Organizational Epistemology
3. The Nonaka and Takeuchi Knowledge Spiral Model
4. The Choo Sense- Making KM Model
5. The Wiig Model for Building and Using Knowledge
6. The Boisot I-Space KM Model
7. Complex Adaptive System Models of KM
8. The European Foundation for Quality Management (EFQM) KM Model
9. The inukshuk KM Model
10. Strategic Implications
  1. f KM Models
11. Practical Implications
  1. f KM Models
4
Knowledge Capture and Codification
Explain the basic terminology and concepts related to knowledge capture and codification.
1. Introduction
2. Tacit Knowledge Capture
3. Tacit Knowledge Capture at the Individual, Group and
  1. rganizational levels
4. Explicit Knowledge Codification
5. Cognitive Maps
6. Decision Trees
5
Knowledge Sharing and Communities of Practice (CoP)
Discuss the value of knowledge sharing in organizations
1. Introduction
2. The Social Nature of Knowledge
3. Sociograms and Social Network Analysis
4. Community Yellow Pages
5. Knowledge-Sharing Communities
6. Roles and Responsibilities in CoPs
7. Obstacles to Knowledge Sharing
8. The Undernet
9. Organizational Learning and Social Capital
10. Practical strategic Implications of Knowledge Sharing
6
Knowledge Application
Explain how user and task modeling approaches can help promote effective knowledge use at the individual, group, and organizational level.
1. Introduction
2. Knowledge Application at the Individual Level
3. Characteristics of Individual Knowledge Workers
4. Bloom’s Taxonomy of Learning objectives
5. Task Analysis Modeling
6. Knowledge Application at the Group and Organizational Levels
7. Knowledge Reuse and Repositories
7
The role of organizational culture
Explain how organizational culture intersects with KM.
1. Introduction
2. Different Types of Cultures
3. Organizational Culture Analysis
4. Culture at the Foundation of KM
5. The Effects of Culture
  1. n Individuals
6. Organizational Maturity Models
7. KM Maturity Models
8. CoP Maturity Models
9. Transformation to a Knowledge-Sharing Culture
10. Practical strategic Implications of Organizational Culture
8
Knowledge Management Tools/Technologies
Describe the key communication technologies that can be used to support knowledge sharing within an organization
1. Introduction
2. Knowledge Capture and Creation Tools
3. Content Creation Tools
4. Data Mining and Knowledge Discovery
5. Blogs
6. Content Management Tools
7. Folksonomies and Social Tagging/Bookmarking
8. Personal Knowledge Management (PKM)
9. Knowledge Sharing and Dissemination Tools
9
Knowledge Management Strategy
Examine major KM objectives and how specific KM initiatives can be implemented to address them
1. Developing a Knowledge Management Strategy
2. Knowledge Audit and Gap Analysis
3. The KM Strategy Road Map
4. Balancing Innovation and Organizational Structure
5. Types of Knowledge Assets Produced
10
Innovation foundations
Identify the foundations of innovation (innovations through history- including traditional society)
1. Introduction
2. Types of innovations
3. Innovations in various sectors (Innovations in traditional society (Kenya)
4. Innovations in Europe, USA, China and other countries examples)
11
Drivers of Innovations
Analyze the key drivers of innovation
1. Key drivers of innovation
2. Culture
3. Laws and regulations
4. Market
12
Managing innovations
Spark creativity culture in organizations and manage innovations
1. What is creativity
2. Creativity vs. innovation
3. Generating innovations in firms
13
Innovations, performance & Quality improvement Innovations & economic growth
Demonstrate how Innovation leads to improvement in Performance and Capability
1. How innovations lead to improvements in firms
2. Case studies in improvements based
  1. n innovations in various sectors
3. Innovations in products, processes and service delivery
4. Case studies
5. Economic growth,
  1. ther drivers
6. Role of innovation in economic growth; cases studies
14
People, Culture, organizations structures and innovation
Evaluate the roles of People, Culture and Organization structures in innovation
1. Why culture matter in innovation
2. Organizational structures& innovation
3. Inter-displinary nature
  1. f innovations
15
Organization strategy and innovation
A lign innovation to organization’s strategy and implement innovations in organizations
1. Organization strategy
2. Innovation as a strategy
3. The role of external environment in innovation Prerequisites for implementation of innovations
4. Key stakeholders in implementation of innovations