Johan Olaisen

Aspects of innovation theory based on knowledge-management

The objective of this paper is to develop some rudiments of innovation theory based upon organizational vision and knowledge management, i.e. facilitating the development-integration and application of knowledge. The theory is systematized in the conclusion with assumptions, a system of propositions and implication for organizational innovation.

Managing and organizing innovation in the knowledge economy

In the knowledge economy, where the business environment is characterised by turbulence and complexity, knowledge is the main source of creating both innovation and sustainable competitive advantage. This paper describes a conceptual model and an associated set of managerial and organising implications for the innovation‐led company. The question we are trying to answer is: which management and organising characteristics are necessary to manage innovation in the knowledge economy? The paper is based on in‐depth interviews of 32 CEOs and top executives in leading European organisations, 40 people known internationally for their ability to achieve and maintain a position among the top performers in their fields, and a “best practice study” of five leading international companies.

Strategic use of information technology for increased innovation and performance

Although we observe a general optimism concerning IT’s potential for creating suitable competitive advantages, there exists a lack of empirical support for the positive economic impact of IT on businesses. This is denoted as the productivity paradox of IT. We argue that in situations of hypercompetition, using conventional productivity measures as the only performance indicator would be inadequate when studying the impact IT has. Furthermore, investing in IT does not ensure its proper implementation. Consequently there is a need to consider what companies are using IT for and its consequences for innovation and a variety of performance measures. In a study of 200 firms within the Norwegian IT sector, we found that focusing on the use of IT might be a promising route for studying the relationship between IT and successful innovations, and between IT and performance. We also found a number of trade‐offs between the various performance measures and between successful innovations and performance. Although we were able to find positive effects of IT we argue in favour of developing an information and a knowledge strategy prior to developing an IT strategy

Intellectual capital as a holistic management philosophy: a theoretical perspective

The aim of this article is to examine the nature of intellectual capital and its role in the value creation processes. In this article, we regard the construct intellectual capital as a holistic management philosophy. We will develop a typology for this holistic management philosophy, in addition to conceptual models to describe and explain contexts pertaining to the various typologies. In conclusion, we will develop an analytical model where intellectual capital is ingrained in a larger operational context in relation to value creation processes.

Organizing for innovation

Abstract The authors argue that process organizing may be a promising route to creating sustainable competitive advantage within a business environment which is becoming increasingly turbulent and complex. Developing invisible assets, and tacit knowledge in particular, is crucial in creating such advantages. This article first presents a framework for process organizing which focuses on the relationship between company vision, the creation of multifunctional teams and the complementary relationship between team members. It then presents a model for making process teams work by emphasizing a number of criteria which should be met in re-engineering work processes, and indicates managerial and theoretical implications.

Systemic thinking as the philosophical foundation for knowledge management and organizational learning

In this article we will discuss the link between systemic thinking, organizational learning and knowledge management. We will develop a conceptual model to illustrate and explain this link, which will be further discussed throughout the article. The main entities of this model are: emphasis on internal motivation, relations in and among systems, in addition to the development of vision, generation of ideas and creativity. The philosophical basis for this model is systemic thinking. We will thus explain the meaning of this way of thinking, before we discuss the individual elements of the conceptual model.

Information management in negotiations: The conditions under which it could be expected that the negotiation partners substitute a competitive definition of the situation for a cooperative one

The purpose of the paper is to investigate under which conditions it can be expected that the negotiation partners substitute a competitive definition of the situation for a cooperative one. A general model for information management in negotiation situations has been developed. Several research propositions focusing on the transformation form a win-lose context to a win-win context are presented. The conditions which the purpose of the paper focus on are summarized in a revised model for information management in negotiation situations.

Aspects of a systemic philosophy of knowledge: from social facts to data, information and knowledge

Considers from a cybernetic point of view, a number of philosophical problems raised by the design and utilization of information systems and knowledge management. Discusses the transformation from facts in social systems, via data and information into knowledge, and the practical use of knowledge, which is defined as the cybernetic strategy of action. This paper is normative and conceptual and the research question posed is: How are social facts transformed into data, data into information, and information into knowledge?

The dynamics of intellectual property rights for trust, knowledge sharing and innovation in project teams

Abstract The research question is: How can intellectual property rights (IPRs) influence trust, attitudes, commitment, knowledge sharing, and innovation in inter-organisational project teams? The four strategically selected team cases include eight global knowledge-intensive industrial oil service companies in Norway. The methodology included 24 in-depth interviews done in 2016. The study finds that formal intellectual property rights are key to building up and keeping trust in the team and also for building up the right attitudes within the team. The IPRs increased the innovativeness in the team and incremental innovations. The IPRs fostered a unique knowledge sharing in these four teams enabling them to work towards innovative solutions and delivering in time. Formal IPŔs foster informal trust and expertise sharing and by that also the inter- organizational cooperation. The confidence and knowledge sharing strengthen the possibility for future collaboration and innovations both on an individual level and on a corporate level. The theoretical implication of our findings is that IPRs increase the trust, commitment, and attitudes within the team providing knowledge sharing and innovativeness for improved solutions and results. IPRs are positive for collaboration, and they are complementary governance mechanisms. The practical implication is that IPRs must be defined and accepted before the corporations start up the inter-organizational teamwork. The contract typology should in the start up be sensitizing giving directions and security and in the end definitive.

The Significance of Information Technology for Service Quality: From Market Segmentation to Individual Service

How information technology is rapidly becoming necessary for achieving quality in the airline industry is focused on. Three levels of service quality management are proposed in a strategic model: the standard service system; a complex service system; and a sensitive service system. The latter implies the integration of an advanced information culture with an advanced service culture. SAS is used as an empirical case to illustrate development to today′s practice and to compare present practice with the proposed strategy for tomorrow.