The paper "Knowledge Management - Learning from Organisational Experience" is a great example of management annotated bibliography. In the journal, Jarrar presents the meaning of organisational knowledge and its application in the organisation. Jarrar brings forward that organisational knowledge is the pairing of individuals’ knowledge with that of others within an organisation. He makes is very simpler to understand that when the knowledge of individuals is pooled together it can help the organisation get over the others in the same field. Tsoukas, H. and Vladimirou, E. (2001). What is organisational Knowledge?
Journal of Management Studies. 38. Tsoukas and Vladimirou have presented a very conceptual model defining organisational knowledge as an integral part of the knowledge management of the company. They define it as the capability members that an organisation has developed in order to carry out their work. They believe that knowledge has always been a source of value creation within an organisation. Knowledge has a greater worth in the creation process which helps the management in the pattern of decision. Adams, R., Bessant, J. and Phelps, R. (2006). “ Innovation management measurement: A review” , International Journal of Management Reviews, Vol.
8, pp. 21-47 Adams proposes that measurement of the process of innovation is very difficult for practitioners and academics. The authors suggest a conceptual process by covering categories like input management, knowledge management, innovation strategy, organisational culture and structure, portfolio management, project management and commercialisation to review and evaluate the innovation management to form something new. The report says that the organisational innovations are instances of organisational changes which: The result from a change in the organisational assumptions. Are not continuous from previous changes. Create a pathway from creating public value. Thus, innovation is an outcome from the perspective of knowledge. Gloet, M.
and Terziovski, M. (2004), “ Exploring the relationship between knowledge management practices and innovation performance” ’ Journal of Manufacturing Technology Management, Vol. 15 Iss: 5. Pp. 402-409. Gloet and Terziovski have presented a very clear picture that the process of innovation highly depends on knowledge. They highlight the fact that human capital is an essential element for running any type of business. Researchers have proved that many organisations are inconsistent in their approach to knowledge management. With improper organisational knowledge, the organisation lacks proper innovation.
Also, manufacturing organisations are required to pay more attention towards developing innovation which directly suggests good human resource management for the company. Barsh, J., Capozzi, M.M. and Davidson, J. (2008). Leadership and innovation. McKinsey Quarterly, 2008, No 1, pp 37-47. Historically, the growth of an organisation was based upon the basic strategy of research and development function. But it was studied that innovation and research are the two main thrusts for any organisational growth. Barsh, Capozzi and Davidson presented this study which emphasises upon the linking of knowledge management to innovation and research management.
They consider knowledge as a key variable in both generating thinking and innovation. An accurate sense of knowledge is needed for a change for the better. There lies an inverted U as a relationship between knowledge and innovation as too little or too more knowledge leads to innovation. Knowledge plays a link between the innovation capabilities, new stream and mainstream activities to help the organisation to innovate and improve performance.