Knowledge Management in Innovative Companies 2

2Innovation from the Knowledge Base

2.1. Articulation of Chapter 2

The purpose of this chapter is to explore conceptually and practically the fourth step in the virtuous cycle of knowledge management described in Volume 1, Chapter 1, which is dedicated to knowledge-based innovation and knowledge-based surveillance.

In section 2.2, we recall the main concepts in the field of knowledge-based innovation.

Practical exploration of knowledge-based innovation will then be carried out through case studies of ONERA (section 2.3), an automotive company (section 2.4) and a defense company (section 2.5).

In section 2.6, we recall the main concepts of environment surveillance and knowledge-based surveillance.

Practical exploration of environment surveillance and knowledge-based surveillance will then be carried out through examples and case studies, respectively examples of environment surveillance in the botanical field (section 2.7), surveillance in the nuclear field (section 2.8) and the activity of a surveillance cell for the automotive field (section 2.9).

Section 2.10 is dedicated to the presentation of a tool for capitalizing on reasoning applied to innovation (I2kn).

Section 2.11 summarizes the lessons learned from all the innovation case studies based on the organization’s knowledge capital.

2.2. Introduction to knowledge-based innovation

2.2.1. Knowledge evolution and innovation

Knowledge management consists of organizing the identification, preservation, valorization and ...