Evolution Of Knowledge Innovation (KI)

Organizations are struggling today to differentiate themselves from relentless competitors with saturation in markets and new innovations being introduced all the time. The ability to differentiate depends on the “intelligent use” of knowledge assets for innovation. As a result, many organisations have been trying new techniques based on unique production processes, rare and distinct skills, creativity, and now on management initiatives such as supply chain management and customer relationship management (Gold et al, 2001).

The intensified competition has raised the bar of expectations with respect to the knowledge-based computer systems, such as expert systems or decision support systems being used as a KM tool. Earlier these tools were centered on stand-alone systems but very soon the realization that human beings should be taking the central role in knowledge management rather than creating thinking machines created the need for separating information management and knowledge management. 

The use of IT-based KM tools to equip organisations with the requisite competencies needed for innovation; and not replace individuals by “thinking machines’, led to three kinds of physical IT systems that are needed for KM practices to be effective, namely: capture tools (e.g. intelligence databases), communication tools (e.g. distributed networks), and collaboration tools (e.g interactive web pages).

Today many organizations are yielding considerable benefits in innovation-related and product development functions.