A case study on the implementation of a knowledge management strategy oriented to innovation

✍ Scribed by Francisco J. Forcadell; Fátima Guadamillas

• Publisher: John Wiley and Sons
• Year: 2002
• Tongue: English
• Weight: 151 KB
• Volume: 9
• Category: Article
• ISSN: 1092-4604
• DOI: 10.1002/kpm.143

✦ Synopsis

Abstract

A critical aspect of business management is the successful creation of processes which drive the development of a continuous flow of innovation, to give a basis for competitive advantage. To reach this goal, the establishing of a knowledge management (KM) strategy may be considered the best way to channel the organization's efforts to this end. Knowledge management is understood in a wide sense as a process of overall change in the organization, focused on innovation, and especially related to the participation of every employee in the processes of creation and transmission of knowledge. This study analyzes the implementation of an innovation and KM strategy in the Irizar company, a maker of luxury coach bodywork. According to The Economist Intelligence Unit, Irizar is the most efficient company in the world in its sector. Irizar's success has been built on a system of self‐management and participation, organizing its activity into processes and using multidisciplinary work teams. This type of organization has outstripped the traditional model, based on functions and the division of labour, and has permitted a centering of effort on those activities which add value. Another defining characteristic of Irizar is its combination of continuous improvement with radical changes and process re‐engineering. A series of organizational factors are extracted from the case study which were successful in implementing the strategy. The study shows how the organization achieved the promotion of experience transmission and the generation of continuous innovation. It also makes clear that the firm's values and corporate culture are essential for success in this process. Copyright © 2002 John Wiley & Sons, Ltd.