دانلود مقاله سازماندهی ایجاد دانش در پروژه استراتژیک نوآوری بین سازمانی
چکیده
1. مقدمه
2. چارچوب نظری
3. روش ها
4. یافته ها
5. بحث
6. نتیجه گیری
منابع
Abstract
1. Introduction
2. Theoretical framework
3. Methods
4. Findings
5. Discussion
6. Conclusion
Acknowledgments
References
چکیده
یک چالش اساسی برای پروژه‌های نوآوری بین سازمانی، به کارگیری دانش، تخصص و دیدگاه‌های بازیگران مختلف برای نیازهای موقعیتی خاص نوآوری پیچیده است. پیشرفت نوآوری به میزان استفاده و ترکیب دانش برای رسیدگی به نیازهای نوظهور و موقعیت خاص نوآوری بستگی دارد. هدف این مطالعه روشن کردن سازماندهی برای ایجاد دانش مشترک در یک پروژه استراتژیک نوآوری بین سازمانی است. بر اساس تجزیه و تحلیل استقرایی داده‌های مصاحبه از یک پروژه نوآوری استراتژیک بین سازمانی، ما فرآیند تکراری، گروه‌های کاری خودسازمان‌دهی و مشارکت پویا را به‌عنوان شیوه‌هایی شناسایی کردیم که از طریق آن بازیگران درگیر تلاش‌های مشترک خود را ترتیب داده و اجرا کردند، یعنی ایجاد دانش و پیشرفت نوآوری. این مطالعه با پیشنهاد اینکه سازماندهی که شامل شیوه های سازماندهی ساختاری و غیررسمی است، به تحقیق در مورد مدیریت پروژه های استراتژیک بین سازمانی کمک می کند، از مدیریت پروژه های استراتژیک بین سازمانی که در آن ادغام دانش بازیگران مختلف در هسته اهداف پروژه نوآوری است، پشتیبانی می کند.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
A fundamental challenge for interorganizational innovation projects is employing diverse actors’ knowledge, expertise and perspectives for situation-specific demands of complex innovation. Innovation advancement is dependent on the degree to which knowledge is used and synthesized to address emerging and situation-specific demands of innovation. The goal of this study is to shed light on organizing for joint knowledge creation in a strategic interorganizational innovation project. Based on an inductive analysis of interview data from one strategic interorganizational innovation project, we identified the iterative process, self-organizing working groups and dynamic participation as practices through which the actors involved arranged and enacted their joint efforts, namely, knowledge creation and progress of innovation. This study contributes to research on managing strategic interorganizational projects by suggesting that organizing, which involves structural and informal organizing practices, supports managing strategic interorganizational projects where the diverse actors’ knowledge integration is at the core of the innovation project's goals.
Introduction
Complex and radical innovations are, almost without exception, strategic achievements that demand the integration of expertise and efforts of diverse actors and are increasingly conducted as temporary joint projects between formal organizations (Czarniawska, 2018). These interorganizational projects bridge diverse actors in different geographical locations and provide an attractive environment to combine knowledge and resources for innovations that would not be achievable by any of the actors alone (Dougherty & Dunne, 2011). Earlier research has tended to view interorganizational projects from the perspective of the focal organization (Klessova et al., 2020), with less emphasis on (1) innovation projects that are conducted outside the control of any single organization (Phillips, 2015;vom Brocke & Lippe, 2015) and (2) how the actual knowledge creation, understood as a joint development of new knowledge among a set of actors (Bhatt, 2000; Gray, 1989; Nonaka & Toyama, 2003), is organized in these projects.
Conclusion
This study aims to advance understanding of managing strategic projects by shedding light on organizing for knowledge creation in an interorganizational innovation project. Through an empirical qualitative analysis of an interorganizational innovation project that developed and applied novel ways of organizing strategic collaboration, this study advances understanding on projects in which knowledge creation is at the core. By bridging research streams of knowledge management and project management, this study focuses on knowledge creation as a core of organizing and targets organizing practices through which the actors enact and arrange joint knowledge creation and progress of innovation. The findings show that the identified iterative process, self-organizing WGs and dynamic participation are practices that foster joint knowledge creation and advancement of innovation in the strategic project taking place between organizations.