A business process context for Knowledge Management
Decision Support Systems
Coordinating Expertise Among Emergent Groups Responding to Disasters
Organization Science
Enabling Customer-Centricity Using Wikis and the Wiki Way
Journal of Management Information Systems
Innovating by accessing knowledge across departments
Decision Support Systems
Facilitating experience reuse among software project managers
Information Sciences: an International Journal
Does knowledge reuse make a creative person more creative?
Decision Support Systems
Reuse of knowledge assets from repositories: A mixed methods study
Information and Management
Towards an evaluation framework for knowledge management systems
Information Technology and Management
Price Mechanism for Knowledge Transfer: An Integrative Theory
Journal of Management Information Systems
The knowledge diffusion model associated with innovative knowledge
Expert Systems with Applications: An International Journal
The Journal of Strategic Information Systems
Impact of granularity on adjustment behavior in adaptive reuse of business process models
BPM'10 Proceedings of the 8th international conference on Business process management
Knowledge reuse through electronic repositories: A study in the context of customer service support
Information and Management
Journal of Engineering and Technology Management
Organizational Learning: From Experience to Knowledge
Organization Science
Information Technology and Intangible Output: The Impact of IT Investment on Innovation Productivity
Information Systems Research
Innovation impacts of using social bookmarking systems
MIS Quarterly
The cognitive selection framework for knowledge acquisition strategies in virtual communities
International Journal of Information Management: The Journal for Information Professionals
Accidental Innovation: Supporting Valuable Unpredictability in the Creative Process
Organization Science
International Journal of Information Technology and Management
Network ties and the success of open source software development
The Journal of Strategic Information Systems
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This study was conducted to better understand the knowledge reuse process when radical innovation (e.g., experiments to prepare for human exploration of Mars) is expected. The research involved detailing the knowledge reuse process in six case studies varying in degree of innovation. Across the six cases, a six-stage reuse-for-innovation process was identified consisting of three major actions: reconceptualize the problem and approach, including deciding to search for others' ideas to reuse; search-and-evaluate others' ideas to reuse; and develop the selected idea. Findings include (1) the need for an insurmountable gap in performance to stimulate the decision to reuse others' knowledge; (2) the critical importance of an adapter to bridge the idea source and recipient; (3) three layers of search-and-evaluate activities in which the first layer of scanning to find ideas to reuse and the last layer of detailed analysis of ideas are bridged by a layer of brief evaluations of ideas assessing the presence (or absence) of targeted information about each idea; and (4) the differential use of metaknowledge about each idea to facilitate proceeding through each search-and-evaluate layer. In addition, reusers in the more (versus less) innovative cases redefined problems at the outset in nontraditional ways using analogies and extensions, rather than accepting the preexisting problem definition; used a substantially broader search strategy with a greater variety of search methods; and worked more closely with adapters during the latter stages of the reuse process.