Establishing Learning Places and Knowledge Flows to Stimulate Innovation

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Author(s): Ronald C. Beckett (Deakin University, Australia)
Copyright: 2014
Pages: 17
Source title: Learning Models for Innovation in Organizations: Examining Roles of Knowledge Transfer and Human Resources Management
Source Author(s)/Editor(s): Fawzy Soliman (The University of Technology, Australia)
DOI: 10.4018/978-1-4666-4884-5.ch004

Keywords: Business & Management / Business & Organizational Research / Business and Organizational Research / Business Science Reference

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Abstract

Knowledge is seen as a source of competitive advantage, but how can it be mobilized to realize this advantage? Organization norms and routines both reflect what an organization “knows” and may stimulate or inhibit knowledge flows. Tools may help store and share explicit knowledge, but it is only through personal interaction that the wealth of continuously expanding tacit knowledge potentially available to an enterprise can be accessed. This chapter suggests that physical and virtual places for interaction combined with HRM practices can facilitate building and sharing stocks of knowledge to support the business of the enterprise. A case study example of interconnected learning spaces and strategically deployed people specifically established to support innovation is presented.

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