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Today’s knowledge economy era is characterized by short product life‐cycles, dynamic customer requirements and complex business processes, knowledge management (KM) is becoming the pivot of new product development. In this article, the interactions between five activities of KM and new product development process are discussed in detail. Then, a novel concept – electronic new product development (E‐NPD) is put forward. E‐NPD is defined as the convergence of customer relationship, business processes, enterprise IT applications, and knowledge management system necessary to perform continuous innovation through new business model in the new knowledge‐based economy. Based on a case study in the high‐tech industry, we demonstrate that the convergence of KM and new product development have greatly enhanced the efficiency of new product development, accordingly led to the success of new product. In the end, it is concluded that competence of NPD is from KM by describing the E‐NPD structure as an organism.

Universities have a new role in the commercialisation of knowledge (Etzkowitz, 1998). The new role began with science parks and increased collaboration in 1980s and, with other forms of commercialisation, broadened to licensing and spin-off creation in 1990s, which also involved students (Rasmussen, Moen, & Guldbransen, 2006). Commercialisation has led to a situation where a complex web of relations exists between higher education, spin-offs created by them and large firms. All together the progress has been important because the ‘commercialisation of knowledge connects the higher education to the users of the knowledge’ (Etzkowitz, 1998). The rise of the knowledge-based society also brings the creation of knowledge-intensive firms into focus. The aim of the chapter is to create more understanding how small technology-based Knowledge Intensive Business Service (KIBS) firms can have a new role in knowledge commercialisation. In this chapter, the innovation chain is considered as a continuum from basic research through applied research to product development and finally commercialisation. There still exists a ‘valley of death’ between research and commercialisation (Markham, 2002). Spin-offs are one means to cross it.

This chapter discusses the theoretical framework of the strategic knowledge creation process for realizing business innovation. It presents an explanation of the relationship between the concept of the business community that originates with the formation of “Ba” (which is required in the formulation and execution of the strategic knowledge creation process) and the strategic knowledge creation process. The chapter also analyzes and examines the theoretical framework where the holistic leadership of practitioners achieves new business innovation through the formation of a business community, which is the organizational platform for practicing strategic knowledge creation, that is, the sharing, inspiration, creation, and stockpiling of knowledge.

In particular, the chapter presents a dynamic, theoretical framework where all practitioners at every level of management demonstrate holistic leadership across a three-layered structure (three practice layers) including the formal organization layer, the informal organization layer, and the psychological boundary layer to connect elements for formulating and executing macro and micro strategies and the business community, which has its origins in the formation of “Ba,” to drive the strategic knowledge creation processes.

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

This paper aims to shed light on the mechanisms that connect dynamic capabilities and organizational knowledge in the innovative process to offer a new theoretical and practical solution considering the microfoundations of knowledge management strategies.

This research has emerged from an in-depth case study of an effective innovation (from just ethanol and sugar-production to an effective biomass plant). The study represents an “inductive inquiry,” useful to understand specific “organizational mechanisms” of innovation, where the main data came from in-depth interviews with 18 key actors. It proved to help search the development of a specific biomass plant, designed and implemented between 2000 and 2007 in a Brazilian ethanol and sugar-production large company, referred to here as “Energyplant.”

This solution provides a new perspective based on the idea that dynamic capabilities are context-dependent and presents an original typological map that shows and materializes dynamic capabilities as teams of human-based resources. Managerial implications can be drawn from the capabilities typological map highlighting that, although identical dynamic capabilities are not required to change different firms, idiosyncratic dynamic capabilities perform universal knowledge functions that can be mapped, contributing to the planning of a specific innovation.

While the dynamic capabilities research has been seen as one of the most vibrant topics in strategic management, scholars have recently stressed that dynamic capabilities continue to be underrated because the knowledge mechanisms that lead to effective innovations have not been adequately explored. The visual mapping is then applied to solve the reviewed theoretical problems, being also suggested to firms interested in change and adapting their capabilities to the requirements of the business environment.

The purpose of this paper is to explore how enhanced and new technological knowledge of firms affects their performance under varying rates of technological change.

A large‐sample empirical study of US manufacturing firms is used. The main independent variables are measured using firms' patent data. Three hypotheses were developed based on theory and were tested using multivariate regressions. To increase reliability, alternative industry and firm explanators of performance were controlled for.

It was found that performance effects of enhanced technological knowledge increase with increasing rate of technological change. Effects of each knowledge dimension are found to be non‐linear. New technological knowledge has no independent effect on performance but acts jointly with enhanced knowledge in improving performance under moderate to rapid rates of technological change.

The study is narrow in scope being a fine‐grained analysis of a firm's technological competence. It does not take into account the role of marketing and administrative competence.

This is one of the few studies to disaggregate a firm's total stock of technological knowledge into its enhanced and new components.

The purpose of this paper is to analyze important theoretical work conducted in the research streams of coopetition dynamics and knowledge flows in the area of start-up entrepreneurship. The authors see in practice that venture capital (VC) firms are a highly essential component of the environment that gives birth to entrepreneurial ventures, helping them to grow profoundly. Interorganizational collaborations facilitate VC firms to be a beneficial partner because except for providing funding, they also possess knowledge-based resources to support the new business.

A systematic review of the literature was conducted, using relevant keywords and academic databases. Then, the backward search was implemented to examine the references of the selected papers, and finally, the forward search to explore the citations of the selected papers. After the selection of papers, they were classified according to their content. A thorough search of the extant literature was done in Scopus and Google Scholar using a combination of keywords such as coopetition, knowledge flows, VC firms, interorganizational and inter-firm knowledge dynamics.

This paper highlights the capability of venture capitalists and provides insights as to how knowledge transfer and sharing between VC firms affect new venture’s growth and prosperity.

This paper attempts to provide new perspectives and explore the significance of interorganizational coopetition and knowledge transfer and sharing between VC firms when they take part in the support and development of new ventures (e.g. start-ups). A theoretical model is proposed via the coopetition dynamics and inter-firm knowledge flows in the VC sector framework.

This paper adds to the existing theoretical knowledge and underlines the topic of interorganizational coopetition and knowledge flows between VC firms. This is the first attempt, on the one hand, to link inter-firm knowledge flows and new venture development, while on the other to examine the dynamics between VC firms and the collective contribution for the growth of start-ups.

The purpose of this paper is to investigate the relationship between knowledge acquisition, dissemination, and innovation and new product creativity and to identify different hidden patterns in which knowledge acquisition, dissemination, and innovation affect new product creativity.

The paper employs additivity and variance stabilization analysis.

The new product creativity is significantly related to knowledge management.

The paper implies that if organizations fail to understand the subtle ways by which different dimensions of knowledge acquisition, dissemination, and innovation influence new product creativity, they may fail to harvest the full value of knowledge management in creativity improvement.

It is one of the first to assess the link between knowledge management and new product creativity.