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Sustaining Organizational Innovativeness: Advancing Knowledge Sharing During the Scenario Process

Sustaining Organizational Innovativeness: Advancing Knowledge Sharing During the Scenario Process

Hannu Kivijärvi, Kalle Piirainen, Markku Tuominen
Copyright: © 2010 |Volume: 6 |Issue: 2 |Pages: 18
ISSN: 1548-0666|EISSN: 1548-0658|EISBN13: 9781609603922|DOI: 10.4018/jkm.2010040102
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MLA

Kivijärvi, Hannu, et al. "Sustaining Organizational Innovativeness: Advancing Knowledge Sharing During the Scenario Process." IJKM vol.6, no.2 2010: pp.22-39. http://doi.org/10.4018/jkm.2010040102

APA

Kivijärvi, H., Piirainen, K., & Tuominen, M. (2010). Sustaining Organizational Innovativeness: Advancing Knowledge Sharing During the Scenario Process. International Journal of Knowledge Management (IJKM), 6(2), 22-39. http://doi.org/10.4018/jkm.2010040102

Chicago

Kivijärvi, Hannu, Kalle Piirainen, and Markku Tuominen. "Sustaining Organizational Innovativeness: Advancing Knowledge Sharing During the Scenario Process," International Journal of Knowledge Management (IJKM) 6, no.2: 22-39. http://doi.org/10.4018/jkm.2010040102

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Abstract

This paper aims to provide a conceptual basis for creating semi-virtual communities that facilitate knowledge creation and sharing that seeks to promote organizational innovativeness. In addition, based on the theoretical discussion, the paper proposes a concrete context that supports and stimulates the conversion of personal knowledge into new innovations and organizational decisions. As a methodological means, scenario driven innovation process is employed as a way to enhance creativity and knowledge convergence within an organization. The authors discuss that in its deepest sense knowledge is the capability to make decisions. Scenarios aim to increase that capability, and are thus a piece of organizational knowledge. The practical implementations of the contexts and the experiences with these implementations are evaluated by two real case studies in real life contexts.

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