SELECTED KNOWLEDGE MANAGEMENT PRACTICES AND THE RESULT IN INNOVATION ACTIVITIES CYCLE IN ENTERPRISES
SELECTED KNOWLEDGE MANAGEMENT PRACTICES AND THE RESULT IN INNOVATION ACTIVITIES CYCLE IN ENTERPRISES

SELECTED KNOWLEDGE MANAGEMENT PRACTICES AND THE RESULT IN INNOVATION ACTIVITIES CYCLE IN ENTERPRISES

Summary/Abstract: In a global interconnected world and interlinked enterprises, when the rapid technological development meets local knowledge within enterprises, tests one willingness and readiness on development and/or survival. Clearly human response within the enterprises on change lays in the centre of its readiness on change. This puts personal motivation to respond to a change high priority whenever change occurs. From the management point of view, the pressure and the challenges of a globally connected economy and the development and/or survival of enterprises lays on its constant readiness on change i.e. creating work environment that fosters positive motivation to change. Developing enterprise knowledge management framework on continuous development both on individual knowledge and knowledge of the enterprise, are linked with result in commercialization of new product/services/process. The frequency of the innovation cycle within enterprises shows different condition in engaging its resources in its ever-changing market. The focus is on enterprises` persistence on generating new products, incremental and/or radical products and services, as a result that arise from the interchange of new and existing knowledge within enterprises. This signifies, from management perspective, finding and maintaining the delicate balance of knowledge and knowledge flows in/and within the enterprise, thus finding balance strategy on creating own new knowledge in the enterprises and tracking outside knowledge and market needs by continually adapting incrementally the products, processes and services from the its portfolio that is required by users, customers, partners.

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