Innovation through Knowledge Transfer

1. Auflage 2010
ISBN: 978-3-642-14594-0
Verlag: Springer
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 381 Seiten

Knowledge transfer between universities, business and the community is a topical subject of increasing importance. The first International Conference on 'Innovation through Knowledge Transfer: Research with Impact', InnovationKT'09, held in Kingston, London, UK, provided a rare and welcome opportunity to share some of the successes of knowledge transfer. The conference attracted 150 delegates and featured 42 oral presentations. This volume, representing the proceedings of the conference, contains 35 papers based on selected conference presentations. The papers are divided into seven sections entitled ‘Key Knowledge Transfer Perspectives’, ‘Knowledge Transfer Case Studies’, ‘Innovative Knowledge Transfer Techniques’, ‘Strategic and Organisational Approaches to Knowledge Transfer’, ‘Knowledge transfer in the Arts and the Community’, ‘Knowledge Transfer Methodology and Practice’ and ‘Innovation and Enterprise’. The first InnovationKT conference was unique in gathering such a tremendous range of knowledge transfer experience and expertise. This volume forms a valuable resource for all those who are involved in knowledge transfer, or wish to know more about it. University academics can read examples of ways in which research can be commercialised, increasing impact and improving relevance. Knowledge transfer practitioners can find out about best practice in their subject and read case studies. Companies can read about how universities can help find solutions to their problems. We recommend this volume as a statement of the benefits that knowledge transfer can bring to all those involved.

Autoren/Hrsg.

Inhaltsverzeichnis

1;Foreword;6
2;Preface;8
3;Organisation;10
4;Invited Speakers;12
5;Contents;14
6;Perspectives on Knowledge Transfer;18
6.1;Knowledge Transfer between UK Universities and Business;18
6.1.1;Introduction and Definitions;18
6.1.2;Paradigms for Knowledge Transfer;21
6.1.3;Knowledge Transfer Partnerships;24
6.1.4;Case Studies;26
6.1.4.1;Case Study A;26
6.1.4.2;Case Study B;27
6.1.5;KTP as a Framework for Innovation;28
6.1.6;Conclusion;29
6.1.7;References;30
6.2;Innovation and Knowledge Transfer the Role of the Individual;32
6.2.1;Components of Innovation and Knowledge Transfer;32
6.2.2;Research into Innovation;33
6.2.3;Innovation and Improvement; Endoscopy as a Case History [3];34
6.2.4;The Battle for Hearts and Minds;35
6.2.5;Open Innovation;36
6.2.6;The Digital Phenomenon;37
6.2.7;Innovation and Management;38
6.2.8;Open Innovation and Business Models;38
6.2.9;The Innovation Environment and the UK in 2010;39
6.2.10;The Contribution of Universities;39
6.2.11;The Institute of Knowledge Transfer;40
6.2.12;Conclusions;42
6.2.13;References;42
6.3;UK Higher Education Perspectives of Knowledge Transfer;43
6.3.1;Historical Context;43
6.3.2;The Emergence of the Third Stream Activities;45
6.3.3;The Rhetoric of Knowledge Transfer;47
6.3.4;Current Challenges Facing Knowledge Transfer;50
6.3.5;Conclusion;52
6.3.6;References;53
7;Knowledge Transfer Case Studies;55
7.1;Using Multiple Criteria Decision Analysis to Aid the Selection of Enterprise Resource Planning Software: A Case Study;55
7.1.1;Introduction;55
7.1.2;Background;56
7.1.3;A Case Study of Selecting an ERP Solution for BHC Ltd.;58
7.1.4;Discussion and Conclusion;63
7.1.5;References;64
7.2;Applying the Structural Complexity Management to Knowledge Transfer in Small and Medium-Sized Companies;66
7.2.1;Initial Situation;66
7.2.2;The Problem;67
7.2.3;The Approach;69
7.2.4;Results;74
7.2.5;Conclusion;75
7.2.6;References;75
7.3;Establishing a Business Process Management System in a Telecoms Company;76
7.3.1;Introduction;76
7.3.2;Knowledge Creation: Building a Process Development Meta-process;78
7.3.3;The Meta-process;79
7.3.4;Knowledge Dissemination: Embedding the Meta-process within the Organisation;82
7.3.5;Conclusions;83
7.3.6;References;83
7.4;Critiquing Business Process Models to Facilitate the Identification and Selection of Optimal IT Systems;84
7.4.1;Introduction;84
7.4.2;The Technology: Modelling Organisational Processes Using Role Activity Diagrams (RADs);85
7.4.3;Transferring the Technology;86
7.4.4;Developing and Using the Technology;89
7.4.5;Benefits of the Technology;92
7.4.6;Conclusion;92
7.4.7;References;93
7.5;Outcomes and Benefits of a Knowledge Transfer Partnership in Chemical Science;94
7.5.1;Introduction;94
7.5.2;Description of the KTP Programmme;95
7.5.3;Results and Discussion;97
7.5.4;Conclusions;103
7.5.5;References;104
7.6;Integrated Care e-Pathways Using Formic Fusion for Patients Undergoing Elective Hipand Knee Replacements;105
7.6.1;Introduction;106
7.6.2;Methodology;106
7.6.3;Discussion and Conclusion;109
7.6.4;References;111
7.7;The Virtual Engineer;112
7.7.1;Introduction;112
7.7.2;Fault Diagnosis Framework;115
7.7.3;Initial Chart Analysis;116
7.7.4;Experiments;118
7.7.5;Results;120
7.7.6;Conclusion;120
7.7.7;References;120
7.8;Store POINT: Revolutionising Art Work Production;122
7.8.1;Introduction;122
7.8.2;Workflow Systems;123
7.8.3;The POINT and Go! Localise (PAGL) System;123
7.8.4;Contextual Translation Memory;124
7.8.5;Key Technical Features;125
7.8.6;Future Work;126
7.8.7;Conclusion;127
7.9;A Multidisciplinary Knowledge Transfer Partnership in Development of Lift Simulator;128
7.9.1;Introduction;128
7.9.2;Background to the Project;129
7.9.3;Simulation Structure;131
7.9.4;Software Development Structure;133
7.9.5;3D Drawing Information and Visualisation;133
7.9.6;Conclusions;134
7.9.7;References;136
7.10;Using Information Systems to Drive Process Change: An Aerospace Industry Example from the Knowledge Transfer Partnership Scheme;137
7.10.1;Introduction: Information Systems and Process Change;137
7.10.2;Shop Floor Engineering Systems;138
7.10.3;Company Profile and Project Background;139
7.10.4;Overview of the KTP Project;139
7.10.5;The Implementation Process;142
7.10.6;Concluding Remarks: Operational Benefits for ASP;144
7.10.7;References;146
7.11;SME Supplier Management: An Exercise inChange Management;147
7.11.1;Introduction;147
7.11.2;The Problems;148
7.11.3;Returns;149
7.11.4;Factory Layout;149
7.11.5;‘Green’ Soldering;150
7.11.6;Personnel Attitude;150
7.11.7;Suppliers;151
7.11.8;Burn Tests;152
7.11.9;Aesthetic Considerations;153
7.11.10;Successes;153
7.11.11;Conclusions;154
7.11.12;References;154
7.12;Information Management Process Sharing Knowledge at Worldwide Steel Company;156
7.12.1;Introduction;156
7.12.2;Referential Theory;157
7.12.3;Research Methodology;160
7.12.4;Results;161
7.12.5;Conclusions;165
7.12.6;References;166
7.13;Using Multi-Agent System for Business Applications in Multilingual Ontologies;168
7.13.1;Introduction;168
7.13.2;Related Work;170
7.13.3;Ontologies with Business Processes;170
7.13.4;The Multi-Agent System;171
7.13.5;A Scenario;175
7.13.6;Conclusion and Further Work;176
7.13.7;References;176
8;Innovative Knowledge Transfer Techniques;178
8.1;Facilitating Knowledge Transfer to Drive Innovation in SMEs;178
8.1.1;Introduction;178
8.1.2;eLearning Supporting Knowledge Transfer for SMEs;180
8.1.3;Communities of Practice;183
8.1.4;Example;185
8.1.5;Conclusions;186
8.1.6;References;187
8.2;The Use of Open Source Software Licensingin Academia;189
8.2.1;Introduction;189
8.2.2;The Vision;190
8.2.3;The Reality;191
8.2.4;Use in Academia;194
8.2.5;Conclusion;197
8.2.6;References;197
8.3;Using Emotional Intelligence and NLPTraining to Promote and Sustain Relationships within KTPs;198
8.3.1;Context;198
8.3.2;Why Training?;199
8.3.3;Why Creative NLP?;199
8.3.4;Our Training Model;201
8.3.5;The Training Model Developed;202
8.3.6;Residential and Session 1;202
8.3.7;Session 2;203
8.3.8;Session 3;203
8.3.9;Session 4;204
8.3.10;Session 5;204
8.3.11;Conclusion;205
8.4;Innovative Knowledge Transfer Mechanisms and the Potential Role for Theatric Methods in the Propagation of Good Data Handling Practice;206
8.4.1;Introduction;206
8.4.2;Arts-Based Learning and Knowledge Transfer;210
8.4.3;Conclusion;215
8.4.4;References;216
9;Strategic and Organisational Approaches to Knowledge Transfer;218
9.1;Occurrence and Influencing Variables of Knowledge Barriers in Knowledge-Intense Domains;218
9.1.1;Introduction;218
9.1.2;Method;219
9.1.3;Data and Empirical Results;221
9.1.4;Discussion and Conclusions;224
9.1.5;References;225
9.2;Applied Imagination - Designing Innovative Knowledge Transfer Approaches;227
9.2.1;Knowledge Transfer;227
9.2.2;Design Context, Design Thinking;228
9.2.3;The IDEAS Partnership;230
9.2.4;Designing KT in Practice Case Studies;232
9.2.5;Designing KT Frameworks: Conceptual Overview;234
9.2.6;Implications and Next Steps;235
9.2.7;References;236
9.3;Knowledge Transfer Partnerships at the University of the West of England;238
9.3.1;Introduction;238
9.3.2;The University of the West of England;239
9.3.3;Rural, Non-Profit (RNP);240
9.3.4;Food Distribution (FD);242
9.3.5;Conclusion;244
9.3.6;References;245
9.4;The Yorkshire Enterprise Fellowship Scheme;246
9.4.1;Background;246
9.4.2;Introduction to YEF;247
9.4.3;Application Procedure (YEF);248
9.4.4;Scheme Delivery;249
9.4.5;Independent Evaluation: Pilot BYEF Scheme;252
9.4.6;The Fellowship Experience;252
9.4.7;Conclusions;253
9.4.8;References;254
9.5;Centre for Innovation and Technology Exploitation (CITE);255
9.5.1;Introduction and Context;255
9.5.2;CITE Conception and Centre Creation;256
9.5.3;Demonstrator production;257
9.5.4;CITE Showcasing;258
9.5.5;Innovation Ladder of Support;258
9.5.6;Academic Enterprise Role Model;260
9.5.7;ERDF Continuation Funding;260
9.5.8;Lessons Learnt;261
9.5.9;Future Directions;262
9.6;Knowledge Transfer and the National Physical Laboratory, UK;263
9.6.1;Introduction;263
9.6.2;Definitions of Knowledge Transfer;264
9.6.3;Government Laboratories Knowledge Transfer in Context;266
9.6.4;NPL in Context;267
9.6.5;Comparison with Shareholder vs. Stakeholder Debate;267
9.6.6;Knowledge Transfer at NPL;268
9.6.7;Case Study 1: Measurement for Innovators;269
9.6.8;Case Study 2: MTDATA;270
9.6.9;Case Study 3;271
9.6.10;Conclusion;272
9.6.11;References;272
10;Knowledge Transfer in the Arts and Community;274
10.1;The Margins of Art Practice Bordering on Industrial Development;274
10.1.1;Reference;281
10.2;The Manifesto of Possibilities:Commissioning Public Art in Urban Environments;282
10.2.1;Introduction;282
10.2.2;The Manifesto as a Democratic Process;282
10.2.3;A Call to Arms;283
10.2.4;Answering the Call;285
11;Knowledge Transfer Methodology and Practice;291
11.1;Exploring the Safety of Knowledge Transfer from University Hospital to “Real-Life”Doctor-Patient Treatment Environs;291
11.1.1;Introduction;291
11.1.2;Method;292
11.1.3;Results;294
11.1.4;Conclusions;294
11.1.5;References;295
11.2;Knowledge Transfer for Supporting the Organizational Evolution of SMEs:A Case Study;297
11.2.1;Introduction;297
11.2.2;The Project;298
11.2.3;Knowledge Capitalization;301
11.2.4;An Example;303
11.2.5;Conclusions;304
11.2.6;References;305
11.3;Knowledge-Based New Product Developmentthrough Knowledge Transfer and Knowledge Innovation;307
11.3.1;Introduction;307
11.3.2;Knowledge Management Value Chain;308
11.3.3;Innovation Management;309
11.3.4;Knowledge Innovation;314
11.3.5;New Product Development;316
11.3.6;Combination of KM and NPD;320
11.3.7;Case Study;321
11.3.8;Conclusion;322
11.3.9;References;323
11.4;Cross-Functional Collaboration, KnowledgeTransfer and Product Innovativeness:Contingency Effects of Social Context;325
11.4.1;Introduction;325
11.4.2;Theory and Hypotheses;326
11.4.3;Research Methods;330
11.4.4;Analysis and Results;330
11.4.5;Discussion;332
11.4.6;References;333
12;Innovation and Enterprise;336
12.1;Integral Conceptual Design Workshop:Innovation by Knowledge Transfer and Knowledge Creation;336
12.1.1;Introduction;336
12.1.2;Methodology: Integral Design Method;338
12.1.3;C-K Theory;340
12.1.4;Experiments;342
12.1.5;Results;343
12.1.6;Discussion;344
12.1.7;Conclusion;345
12.1.8;References;345
12.2;An Evaluative Inquiry of University Innovation Mentor Facilitation of Service Innovation;347
12.2.1;Background Literature;347
12.2.2;Methodology;350
12.2.3;Analysis and Findings;353
12.2.4;Conclusions;353
12.2.5;References;354
12.3;Knowledge Transfer Aspects of Project Portfolio Management;356
12.3.1;Introduction;356
12.3.2;Preliminaries;357
12.3.3;Knowledge Transfer Objectives in Complex Project Landscapes;359
12.3.4;Proposed Knowledge Transfer Tasks;361
12.3.5;Evaluation;363
12.3.6;Conclusion and Outlook;366
12.3.7;References;367
13;Author Index;369