Knowledge Management in Innovative Companies 2

3Case Study of a Global KM Project

3.1. Articulation of Chapter 3

The purpose of this chapter is to show an example of organizational innovation in a knowledge-intensive company, in the form of a professional activity project, consisting in providing it with a global knowledge management (KM) plan shared by all stakeholders as an innovative professional activity project. The ultimate objective is to bring about a revolution in corporate culture by injecting the “KM spirit” into it.

This chapter is based on the publication of Jean-Louis Ermine, Martial Jorel and Pierre Saulais [ERM 18b] as well as interviews with IRSN’s Director of Knowledge Management, Martial Jorel.

The chapter begins with a presentation of IRSN and the KM issue in nuclear safety knowledge, following past accidents, particularly in Japan and the USA section 3.2). Section 3.3 focuses on the need to use a structured and proven knowledge management methodology. The industrial deployment of the project is then addressed, with its strengths, constraints and lessons learned in terms of the engagement of key stakeholders (section 3.4). Section 3.5 is devoted to the implementation of the KM plan. Finally, the conclusion takes stock of the innovative professional activity project and presents the key success factors and prospects (section 3.6).

3.2. Introduction

The French Institute for Radioprotection and Nuclear Safety (IRSN) is a public body with an industrial and commercial vocation, placed under the joint authority ...