nep-knm New Economics Papers
on Knowledge Management and Knowledge Economy
Issue of 2014‒10‒13
three papers chosen by
Laura Ştefănescu
Centrul European de Studii Manageriale în Administrarea Afacerilor

  1. New Trends in Innovation and Knowledge Society By Dr. Jürgen Rüttgers
  2. Knowledge-capital formation and valorisation of French SMEs By Zeting LIU; Blandine LAPERCHE

  1. By: Dr. Jürgen Rüttgers (Former Federal Minister of Education, Science, Research and Technology, Former Prime Minister of North Rhine-Westphalia, Honorary Professor of the Maastricht School of Management.)
    Date: 2014–09
  2. By: Zeting LIU (Lab.RII, ULCO/Clersé-UMR8019, Université Lille Nord de France, RRI); Blandine LAPERCHE (Lab.RII, ULCO/Clersé-UMR8019, Université Lille Nord de France, RRI)
    Abstract: This paper focuses on French SMEs and studies their main characteristics regarding knowledge-capital formation and valorisation. We put forward what we may call a “French Paradox”, expressed by a quite important effort in terms of R&D investments and poor results in terms of innovation as measured by traditional indicators (patents). How can we explain this paradox? To answer this question, we study their strategy of knowledge-capital building (through absorptive capacity and open innovation) and valorisation (the way they transform their accumulated knowledge into innovations). We show that apart from the structural characteristics of SMEs (forms of innovation, use of IPRs, etc.), one important reason to their weak performances in terms of innovation lies in their integration within innovation networks dominated by large companies. The valorisation of SMEs’ knowledge capital (through patents and the diffusion of innovations) is thus not always achieved by the SMEs themselves but by the larger company, enriched by the specific knowledge of these SMEs.
    Keywords: Knowledge-capital, absorptive capacity, open innovation, SMEs, France
    JEL: O31 O34 L11
    Date: 2014
  3. By: Dan COLESNIUC (Ministry of National Defense, Romania)
    Abstract: The foundation of organizational competitiveness in the contemporary economy has shifted from physical and tangible resources to knowledge. The key focus of information systems has also changed from the management of information to that of knowledge. Many organizations are increasingly viewed as knowledge-based enterprises in which formal knowledge management (KM) is essential. The development of the KM field has led to the identification of various critical success factors (CSFs) for its adoption, as well as leadership and support.
    Keywords: knowledge management, critical success factors, knowledge leadership, social intelligence, process
    Date: 2013–11

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