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Paper CQP 204

Innovation and Knowledge Management

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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

  1. 1

    Introduction to Knowledge Management

    Demonstrate understanding of knowledge management concepts

    1. Introduction

    2. What Is Knowledge Management (KM)?

    3. Multidisciplinary Nature of KM

    4. Types of KM

    5. Concept Analysis Technique

    6. History of Knowledge Management

    7. From Physical Assets to Knowledge Assets

    8. Why Is KM Important Today?

    9. KM for Individuals, Communities, and Organizations

  2. 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

    7. An Integrated KM Cycle

    8. Strategic Implications of the KM Cycle

    9. Practical Considerations for Managing Knowledge

  3. 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 of KM Models

    11. Practical Implications of KM Models

  4. 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 organizational levels

    4. Explicit Knowledge Codification

    5. Cognitive Maps

    6. Decision Trees

    7. Knowledge Taxonomies

    8. Strategic and practical Implications of Knowledge Capture and Codification

  5. 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. 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

    8. E-Learning and Knowledge Management Application

    9. Practical strategic Implications of Knowledge Application

  7. 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 on 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. 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

    10. Groupware and Collaboration Tools

    11. Wikis

    12. Social Networking, Web 2.0, and KM 2.0

    13. Networking Technologies

    14. Knowledge Acquisition and Application Tools

    15. Practical strategic Implications of Tools and Techniques

  9. 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. 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. 11

    Drivers of Innovations

    Analyze the key drivers of innovation

    1. Key drivers of innovation

    2. Culture

    3. Laws and regulations

    4. Market

  12. 12

    Managing innovations

    Spark creativity culture in organizations and manage innovations

    1. What is creativity

    2. Creativity vs. innovation

    3. Generating innovations in firms

    4. Managing innovations from ideas to commercialization

    5. Measures of innovation outcome (patents, profits etc)

    6. Technology and innovations

    7. Case studies

  13. 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 on innovations in various sectors

    3. Innovations in products, processes and service delivery

    4. Case studies

    5. Economic growth, other drivers

    6. Role of innovation in economic growth; cases studies

  14. 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 of innovations

  15. 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

    4. Prerequisites for implementation of innovations

    5. Key stakeholders in implementation of innovations

    6. Challenges in innovations implementation