Knowledge management challenges in new business development: Case study observations

Authors:
Hans Berends;Wim Vanhaverbeke;Robert Kirschbaum
Affiliations:
Department of Technology Management, Eindhoven University of Technology, Pav.R.0.21, P.O. Box 513, 5600 MB Eindhoven, The Netherlands;Department of Business Studies, Hasselt University, Belgium and Department of Technology Management, Eindhoven University of Technology, The Netherlands;DSM Innovation Center, The Netherlands
Venue:
Journal of Engineering and Technology Management
Year:
2007

Citing 3
Cited 6

Mastering the dynamics of innovation

Mastering the dynamics of innovation
Designing Complex Organizations

Designing Complex Organizations
Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis

Organization Science

Open innovation and the solver community

Proceedings of the ACM 2009 international conference on Supporting group work
Building global dynamic capabilities through innovation: A case study of Taiwan's cultural organizations

Journal of Engineering and Technology Management
Configurations of knowledge transfer relations: An empirically based taxonomy and its determinants

Journal of Engineering and Technology Management
Understanding the complexity of knowledge integration in collaborative new product development teams: A case study

Journal of Engineering and Technology Management
Can external corporate venturing broaden firm's technological scope? The role of complementary assets

Journal of Engineering and Technology Management
Evidence-based versus tinkerable knowledge as strategic assets: A new perspective on the interplay between innovation and application

Journal of Engineering and Technology Management

Quantified Score

Hi-index	0.00

Visualization

Abstract

This paper's focus is on the knowledge management challenges that come along with technology-based new business development (NBD). NBD thrives upon the exploration of knowledge, under radical uncertainty. Furthermore, existing knowledge may both enable and constrain the radical innovation process. These characteristics make the dominant approach of knowledge management - focusing on codifying, collecting and distributing knowledge - unsuited for NBD. We suggest that knowledge management can enhance NBD by focusing on experimenting, monitoring and integrating knowledge. This is illustrated by case study observations of radical innovation processes.