Katri Valkokari

KNOWLEDGE MANAGEMENT IN DIFFERENT TYPES OF STRATEGIC SME NETWORKS

Purpose – The purpose of this paper is to bridge the knowledge management (KM) and strategic business network literatures from the viewpoint of SMEs.Design/methodology/approach – This paper presents a typology of KM and strategic business networks; thus the paper is based on a literature review and analysis.Findings – The paper provides a typology of the strategic SME network types and their key KM challenges based on a synthesis of existing literature.Research limitations/implications – It is suggested that longitudinal case studies of KM practices in strategic SME networks should be conducted. An empirical multi‐case study has already been started.Originality/value – The presented SME network typology can benefit SME managers facing networking and KM challenges. Besides, it is suggested that a common strategy should be developed for all types of networks to enable the creation of knowledge‐based competencies and capabilities.

Managing knowledge within networked innovation

The purpose of this paper is to research firms’ knowledge management practices within the context of networked innovation between multiple actors. The analysis is based on case research carried out with six companies. Based on earlier literature and the theoretical framework of the paper, two models of networked innovation can be distinguished according to knowledge management needs: networks focusing on the transaction of explicit knowledge and intellectual property, and networks focusing on the co-creation of new knowledge and business opportunities. The paper argues that a strategic approach to knowledge management is a key element of success within networked innovation, both in the theory and in the practices of firms. In that way, firms are able to manage knowledge within networked innovation when they understand their partners’ business models and strategic intents, for example their motivation to collaborate.

INTELLECTUAL PROPERTY IN INTER-ORGANISATIONAL RELATIONSHIPS — FINDINGS FROM AN INTERVIEW STUDY

The paper describes findings from an interview study about intellectual property management practices in inter-organisational relationships. A total of 40 companies and public organisations in Finland and in the Netherlands were studied using semi-structured face-to-face interviews. The organisations represented different sizes and fields of industry. About 90% of the interviewed companies collaborated in their innovation efforts. However, the companies generally mentioned that the management of intellectual property and knowledge is very challenging when other actors are involved in parts of the innovation development process. Confidentiality agreements are typically used to ensure knowledge protection in these relationships. Patenting is important for about half of the companies, but joint patenting is not a common practice. Companies in Finland and in the Netherlands are seen to behave very similarly with regards to the collaboration activities and intellectual property (IP) management in these relationships.

INNOVATION MANAGEMENT CHALLENGES OF A SYSTEM INTEGRATOR IN INNOVATION NETWORKS

The paper describes findings from a multiple case study about the innovation management challenges of a system integrator (SI) whose operation is characterized by a high demand of innovation and whose focus of integration capabilities is, accordingly, changing from component assembly to knowledge integration. The study involved six diverse case firms, and it applied the methodology of qualitative research. Innovation networks orchestrated by the SI were categorized, according to the way in which knowledge and intellectual property (IP) were explored and exploited in the network, to sourcing (transaction) and co-creation types of networks. The research question of the study was, what aspects of sourcing networks and of co-creation networks support or hinder networked innovation from the viewpoint of a SI and innovation management? After iteratively addressing the lessons learned from literature and empirical case findings, sets of supporting and hindering aspects were presented as implications of the study.

Road-mapping the business potential of sustainability within the European manufacturing industry

Purpose – The purpose of this study is to explore the required changes, outline business potential and envisage the key steps that a networked manufacturing industry needs to take to reach more sustainably performing manufacturing in the future. Design/methodology/approach – The paper utilises a visionary road-mapping approach to study the required changes and the business potential related to sustainable development in the manufacturing industry. Findings – The results were summarised in three sub-roadmaps empowerment of stakeholders, increase efficiency and creation of new performance criteria. On the basis of the summary of the sub-roadmaps, the framework was configured to describe the opportunities and challenges of sustainable business development in the European manufacturing industry. Research limitations/implications – A clear implication of this study is that a more system-oriented approach, new models for collaboration between network actors and transparently shared network-level KPIs are requir...

Acquiring Customer Knowledge to Enhance Servitization of Industrial Companies

To enhance servitization of industrial companies there is a need for better understanding of why and how business customers purchase services. The purpose of this study is therefore to identify the factors affecting customer’s service procurement. The study combines the theoretical bases of servitization, key account management and customer knowledge management. A qualitative exploratory research approach based on semi-structured interviews in both supplier and customer companies (n = 47) was used. The study contributes to the servitization literature by suggesting that customer’s outsourcing strategy, manufacturing technology, level of technological competency, procurement function structure, and expectations for benefits and customer experience significantly influence the procurement of services. We propose that acquiring in-depth customer-specific knowledge is key to increasing solution supplier’s customer orientation in servitization. The acquired customer knowledge offers a basis for identifying customers of most strategic importance with regard to their service purchasing potential.

Towards collaborative smart supply chains – capabilities for business development

The purpose of this study is to research the transition towards collaborative smart supply chains and the capabilities required by its actors in different network roles. Based on earlier literature the preliminary framework of the paper defines the four roles (customer, manufacturer, supplier, and partner) and the different required capabilities. The framework is tested in case research carried out with four network companies in one supply chain. A clear implication of the preliminary framework, empirical evidence, and required capabilities is that the transition towards collaborative smart supply chains challenges all the participating actors to update their thinking.

Mapping Multidimensional Value(s) for Co-creation Networks in a Circular Economy

The transition towards a circular economy cannot be achieved if individual organizations advance their own interests independently. Companies need to build new collaborative networks for value co-creation. Therefore, identification of what kind of value will be created or destroyed for different partners in the networks is critical. In this paper, we propose a framework for mapping multidimensional value in co-creation networks by combining streams of literature on three topics: (1) Circular Economy, (2) Co-Creation and Collaborative networks, (3) Sustainable value creation. The specific contribution of the framework is that it recognizes that the value created in different parts of networks is linked, and the change of value in one link influences others. Moreover, the approach of the paper adds the dimension of circularity into analyses of value creation.

The Opportunities of Big Data Analytics in Supply Market Intelligence

Firms need comprehensive knowledge and understanding of the opportunities available in the market by creating supply market intelligence (SMI). SMI can facilitate in finding the best partners and combination of capabilities within collaborative networks (CN). However, despite of its evident managerial relevance, SMI is still little researched topic. Simultaneously, big data analytics (BDA) has developed rapidly, becoming vital for businesses across industries. The objective of this paper is recognizing the importance of SMI and opportunities of BDA through qualitative research. The data derives from two focus group discussions of 75 purchasing professionals and six qualitative interviews of BDA experts. This research contributes to our understanding of the opportunities of BDA in creating systematic SMI to reinforce strategic collaboration, and to the understanding of knowledge as a strategic resource for forming strategic CN. Collaborative big data intelligence creates value through, for instance, creating transparency in business processes and discovering market changes.

Exploring Disruptive Business Model Innovation for the Circular Economy

Recently the concept of the Circular Economy (CE) has attracted growing interest as a novel economic model aiming to foster sustainable economic growth, boost global competitiveness, and generate new jobs. A system-wide disruptive innovation shaping new ecosystems and changing the whole process of value creation is needed to tackle the current challenges and transformation to the CE. This paper asks how disruptive business model innovations work as a change mechanism for the CE. The paper develops a conceptual framework for shaping the industrial systems towards CE ecosystems and proposes how value circles and co-creation of value with a variety of partners are crucial aspects in enabling CE. The paper highlights that the concept of value circles would be beneficial in clarifying the difference to linear value chain models and the co-existence of several overlapping value circles.