Knowledge & Creativity Management

Large-scale idea generation, collection, and implementation: Elizabeth Coleman and the IDEA Pipeline at IAG

by Peter Mellalieu

Mellalieu, P. J., & Coleman, E. B. (2009, August 10). Large-scale idea generation, collection, and implementation: Elizabeth Coleman and the IDEA Pipeline at IAG. Retrieved November 18, 2009, from http://web.me.com/petermellalieu/UBSpublications/News/Entries/2009/8/10_Elizabeth_COLEMAN%3A_The_IDEA_Pipeline_at_IAG.html

How do you create a system for orchestrating the generation, collection, evaluation, and implementation of novel ideas... more How do you create a system for orchestrating the generation, collection, evaluation, and implementation of novel ideas in a 2000-person corporate enterprise?


In 2006, Elizabeth COLEMAN was recruited to introduce innovation processes within IAG: the  Insurance Australia Group in New Zealand.

Beth joined IAG following her post-graduate studies in business innovation and entrepreneurship at Unitec Institute of Technology, Auckland.


Beth began her career in product innovation at Texas Instruments in California, migrating her skills from her earlier teaching career in Boston. The move into information technology led Beth to develop new customer engagement programs for ComputerLand (US), Microsoft, Texas Instruments, and AutoCAD.


An invitation to join ComputerLand (New Zealand) as a specialist technology expert brought her to New Zealand in the mid-80s.  Later joining Telecom as manager of their Information Technology Support division broadened her knowledge of new business and systems development and advanced her interest in business innovation and intrapreneurship.


Beth has led several consulting teams that assisted businesses to design new systems, processes and structures informed by market research.


YOUR MISSION

Now Beth is charged with massively expanding her IAG IDEA Pipeline from its pilot deployment for a small cluster of passionate users throughout the entire IAG corporation. Beth invites your ideas.

Weaving the threads of innovation, creativity, and entrepreneurial learning through a university-located reality-TV and master class: Enterprise …

by Peter Mellalieu

Mellalieu, P. J. (1998). Weaving the threads of innovation, creativity, and entrepreneurial learning through a university-located reality-TV and master class: Enterprise MasterWorks (EMW)™. International Conference on Higher Education and Small/Medium Enterprise (SMEs). Presented at the International Conference on Higher Education and Small/Medium Enterprise (SMEs), Rennes, France: Centre Études et Recherche EURO PME, Rennes International School of Business. Retrieved from http://tinyurl.com/emw1998

Prologue
A substantial gap is opening up between business faculties and leading edge business practice. Academics... more Prologue
A substantial gap is opening up between business faculties and leading edge business practice. Academics tend to dismiss the innovative struggles of leading edge businesses as faddism. By doing this they fail to recognise that what is often happening is that practising managers are confronting actual, experiential situations and finding that traditional practices no longer work. What seem to be fads are actually people struggling with new situations for which they have in- adequate models to help them understand - and they are getting inadequate help from academics at both the research and teaching levels. (Anna Smith, Business Education Quarterly Review, 1996)

Introduction
Enterprise MasterWorksTM (EMW) is a university-based educational programme that demonstrates a novel approach for developing competencies in entrepreneurship, innovation and creativity. EMW is framed as a star-tup small-medium enterprise (SME), staffed mainly by students of enterprise development. The EMW 'company' produces two products: (a) purpose-designed learning adventures, and (b) video training packages based around the competency requirements for creating efficacious entrepreneurs and innovators, science and technology managers, SME consultants and trainers, and SME managers.

Each episode of EMW is realised as an “as live-to-air master class and workshop”. In practice, each episode is a high-energy learning adventure that takes place in a television studio. A typical 160 minute episode includes:
• a workshop briefing from a guest “master” (such as an SME manager);
• an interview and fish bowl discussion with students;
• video inserts profiling the guest’s enterprise; a team-taught practical workshop;
• reflective insights; and learning connections to relevant theory and “masterful” entrepreneurial practice.

The EMW 'reality-TV' format results in a weaving together of the strengths of both academic thinking and good management practice, focussed directly on the personal and professional de- velopment interests of the programme participants.

Example video clips:
Enterprise MasterWorks - EMW Concept overview. (1997). Palmerston North, NZ: Massey University Television Production Centre. Retrieved from http://www.youtube.com/watch?v=B4IKa6dy7_I&feature=youtube_gdata_player

Behind the scenes of Enterprise MasterWorks (EMW). (1997). Retrieved from http://www.youtube.com/watch?v=EYrQLeJLfH0&feature=youtube_gdata_player

Elements of an Enterprise MasterWorks (EMW) learning adventure. (1997). Palmerston North, NZ: Massey University Television Production Centre. Retrieved from http://www.youtube.com/watch?v=FYya4gfcxs4&feature=youtube_gdata_player

Evaluative questioning as a risk management tactic whilst innovating in teaching practice: The case of Enterprise MasterWorks (EMW). (1997). Palmerston North, NZ: Massey University Television Production Centre. Retrieved from http://www.youtube.com/watch?v=gn_49OEpjhs&feature=youtube_gdata_player

See also:
Mellalieu, P. J. (1999). Beyond the Case Method: A Master Class for Enterprise Development. Think Global! Act Global! The role and impact of strategic management in the development of small enterprise and new ventures: Proceedings of the Annual Educators Conference of the New Zealand Strategic Management Society, 1 (Vol. 1, pp. 293–304). Presented at the 7th Annual Educators Conference of the New Zealand Strategic Management Society, Massey University, Palmerston North: New Zealand Strategic Management Society. Retrieved from http://unitec.academia.edu/PeterMellalieu/Papers/1571134/Beyond_the_Case_Method_A_Master_Class_for_Enterprise_Development


Mellalieu, P. J. (1998). Creating the virtual learning enterprise: Lessons from Enterprise MasterWorks. 6th New Zealand Strategic Management Educators Conference. Auckland University: New Zealand Strategic Management Society/Auckland University. Retrieved from http://unitec.academia.edu/PeterMellalieu/Papers/1571162/Creating_the_virtual_learning_enterprise_Lessons_from_Enterprise_MasterWorks

The Brain Drain: Implications for Regional Economic Integration in the Expanding European Union.

by Matthew Jelavic

Jelavic, M. (2012). The brain drain: Implications for regional economic integration in the expanding European Union. In B. Chapalet, & M. Le Berre (Eds.), Producing New Knowledge on Innovation Management. Presses Universitaires de Grenoble, 99 – 111.

This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the... more This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the potential for inter-country brain drain within the expanding European Union (EU). As the EU expands eastward, it absorbs millions of highly skilled knowledge workers and opens opportunities for western European organisations to capitalise on this workforce. The migration of these skilled workers is a macro-exercise in eastern European knowledge management, and could have far-reaching implications at the regional, industry and organisational levels. This paper explores the context and implications of knowledge worker movement across fading borders.

Globalization, Knowledge Workers and the Expanding European Union: A Lesson for North America?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Globalization, knowledge workers and the expanding European Union: A lesson for North America? Canadian Manager, 35(1), 26 – 27.

Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’. Journal of Information & Knowledge Management, 9(2), 161 – 169.

This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European... more This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European Countries (CEECs) that are now part of the European Union (EU). The socio-economic conversion from socialism to capitalism of these societies is unique in historical precedence, whereby utilising the contextual models in knowledge conversion are applicable for understanding the implications of such a phenomenon. The results indicate that there is a unique set of variables that need to be considered within this context and for future similar situations.

Keywords: SECI; knowledge conversion; national culture; Ba; central and eastern Europe.

Knowledge Management Views in Eastern and Western Cultures: An Integrative Analysis

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Knowledge management views in eastern and western cultures: An integrative analysis. Journal of Knowledge Globalization, 3(2), 51 – 69.

Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s... more Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s global workplace. Based on these views, several dominant theories have emerged on how to best manage in the international work environment. This research illustrates contradictions in these theories and extracts a new perspective from the dynamic literature stream. This innovative perspective provides an opportunity to leverage cultures and relationships holistically for effective knowledge transfer and cross-cultural understanding, and hence for effective management

Keywords: Knowledge, Culture, International Management, Knowledge Management, Hofstede Framework

Socio-Technical Knowledge Management and Epistemological Paradigms: Theoretical Connections at the Individual and Organisational Level

by Matthew Jelavic

Jelavic, M. (2011). Socio-technical knowledge management and epistemological paradigms: Theoretical connections at the individual and organisational level. Interdisciplinary Journal of Information, Knowledge, and Management, 6(1), 1 – 16.

This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist... more This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist epistemological paradigms. These paradigms exist at the individual and organisational level through diametrically opposed functionalist versus interpretive and integrative socio-technical knowledge management perspectives. The alignments of individual and organisational epistemologies are essential to the effectiveness of a knowledge management system. Knowl-edge management should consider the roots of knowledge theoretically in order to share or man-age knowledge dissemination successfully in organisations. The term ‘knowledge sharing’ has been emphasised and discussed comprehensively through its epistemological influential factors. This paper concludes the development of a Knowledge Management Epistemological Synthesis Model (KM-ES Model) and a comprehensive discussion and conclusion section focussing on the implications of epistemological influences on the knowledge management system of an organisa-tion. The results from this study provide both researchers and academicians with a clear under-standing of the interplay between epistemologies and a foundation for establishing an effective organisational knowledge management system.

Keywords: socio-technical, knowledge management, knowledge sharing, epistemology, cognitiv-ist, connectionist, autopoietic, functionalist, interpretive, KM-ES Model

Multidisciplinary Technical Teams: A Case Study

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2009). Multidisciplinary technical teams: A case study. Canadian Manager, 33(3), 18 – 19.

Interorganizational Macrocultures in the North American Automotive Manufacturing Industry

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2009). Interorganizational macrocultures in the North American automotive manufacturing industry. Canadian Manager, 34(2), 20 – 21.

Maslow and Management: Universally Applicable or Idiosyncratic?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Maslow and management: Universally applicable or idiosyncratic? Canadian Manager, 34(4), 16 – 17.

Social Network Mapping and Analysis in the Global Aerospace Community

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2010). Social network mapping and analysis in the global aerospace community. Canadian Manager, 35(2), 20 – 21.

Management Consulting: Understanding the Process Using Concepts in Neuroscience

by Matthew Jelavic

Vincenti, M., & Jelavic, M. (2011). Management consulting: Understanding the process using concepts in neuroscience. Canadian Manager, 35(4), 22 – 23.

The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process

by Matthew Jelavic

Jelavic, M., & Vincenti, M. (2012). The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process. Canadian Manager, 36(4), 26 – 27.

Tacit Knowledge and Personal Competitive Advantage: An Autopoietic Framework for Knowledge Management in Human Resources

by Matthew Jelavic

Jelavic, M. (2011). Tacit knowledge and personal competitive advantage: An autopoietic framework for knowledge management in human resources. Canadian Manager, 36(3), 22 – 23.

Competence Management in High-Technology Organizations

by Matthew Jelavic

Jelavic, M. (2011). Competence management in high-technology organizations. Canadian Manager, 36(1), 21 – 22.

Knowledge Management for Competitive Advantage in Social Media

by Alonso Miller

Knowledge-based Vertical Integration: The Nature of Knowledge and Economic Firm Boundary Location

by Herman A. van den Berg

Doctoral Thesis 2008

This research extends the knowledge-based view of the firm as it relates to organizational structure. In particular,... more This research extends the knowledge-based view of the firm as it relates to organizational structure. In particular, this research provides evidence that fundamental classifications of knowledge are measurable, in relative terms, as factors of production. It then relates differences in relative quantities of these classifications of knowledge to the presence or absence of inter-firm boundaries. Finally, this study provides evidence that financial performance may be related to the alignment of organizational structure with knowledge-based factors of production. This study contributes to strategic management theory by offering a potential solution to the difficulties of measuring knowledge as a factor of production. The research was motivated by the belief that it is the cost and value of knowledge that determines economic efficiency (Simon, 1999). By surveying professionals in the mutual fund industry for their relative reliance on three classifications of knowledge, this study suggests a set of measures of knowledge-based factors of production. These measures in turn support the testing of hypotheses related to the vertical integration (or de-integration) of adjacent stages of production. Researchers have typically categorized organizational knowledge as either tacit or explicit. This research develops the concept of encapsulated knowledge as a fundamental classification of knowledge. Encapsulated knowledge is neither tacit nor explicit, because it is externalized and implicit. Progress in measuring knowledge is made by distinguishing between knowledge that resides in human minds (tacit), knowledge that is codified as information (codified), and knowledge that is embodied in the design and functionality of physical artefacts (encapsulated). Relative reliance on the fundamentally different knowledge-based factors of production was found to vary between adjacent stages of production, despite the essential overlap of jointly held substantive knowledge. Portfolio managers are generally less (more) reliant on tacit (encapsulated) knowledge than other investment management professionals in the mutual fund complex. In addition, portfolio managers whose firms are de-integrated from the mutual fund management firms were found to be more (less) reliant on tacit (encapsulated) knowledge than their integrated counterparts. Finally, alignment between mutual fund structure and reliance on knowledge-based factors of production was found to affect performance of mutual funds.

Distinctions, Systems, Relationships, Perspectives: The Simple Rules of Complex Conceptual Systems: A Universal Descriptive Grammar of Cognition

by Derek Cabrera

Tensions between knowledge creation and knowledge sharing: Individual preferences of employees in knowledge-intensive organizations

by Tatiana Andreeva

Published in Handbook of Research on Knowledge-Intensive Organizations.2009  Eds.: D.Jemielniak, J.Kociatkiewicz. Hershey-New York: Information Science Reference, pp. 459 – 476.

Contemporary literature usually views knowledge creation and knowledge sharing as either independent or positively... more Contemporary literature usually views knowledge creation and knowledge sharing as either independent or positively related processes. However, based on the review of the literature on the organizational conditions aimed to support these processes, the author challenges this view at the individual level of analysis and suggests that an individual employee can hardly simultaneously combine features that support both knowledge creation and knowledge sharing and thus can hardly be efficient in both processes at the same time. The data from the survey of 120 employees from 5 knowledge-intensive companies supported this idea, and the author discusses its implications for further research and for management practice in knowledge-intensive organizations.

"Periodismo ciudadano y nuevos modelos de periodismo en red": innovación y periodismo

by Raquel Herrera

Aquesta sessió sobre les interseccions entre creativitat, innovació i periodisme es va impartir el 08/07/11 al curs Web 2.0. para periodistas y comunicadores de IDEC/UPF.

This session on the cross between creativity, innovation and journalism was given on July the 8th 2011 within the Web 2.0. for journalists and communicators summer program at IDEC/UPF.

¿Qué es la creatividad? La creatividad como negocio.
¿Qué es la innovación? Innovación económica y... more ¿Qué es la creatividad? La creatividad como negocio.
¿Qué es la innovación? Innovación económica y periodística.
Recursos 2.0. innovadores periodísticos para compartir.
El nuevo papel del periodista: el caso Wikileaks.

What is creativity? Creativity as business.
What is innovation? Economic and journalistic innovation.
Innovative 2.0. resources to share.
The new role of the journalist: the Wikileaks case.