A Strategic Management Framework for Leveraging Knowledge Innovation

The field of knowledge management (KM) has emerged strongly as the next source of competitive advantage. However, as to how knowledge management (KM) can be harnessed for the pursuit of innovation has yet to be firmly established. This article discusses the significance of knowledge by describing the transition from ‘information revolution’ to ‘knowledge revolution’ – which enables various forms of knowledge assets to be absorbed, assimilated, shared and utilised. Next, it highlights the practice of knowledge management (KM) and explains why KM could better enable knowledge innovations to evolve, and how information technology (IT) could be better exploited for this purpose. It proposes a strategic management framework for leveraging knowledge innovation (KI) by providing perspectives on knowledge-centred principles, knowledge-sharing infrastructures and knowledge-based initiatives, to offer an integrated view of employing knowledge management (KM) concepts for innovation management (IM). Finally, it outlines the future challenges of knowledge innovation (KI) for organisations to better exploit its benefits. Statement of Contribution: The article contributes a conceptual framework for strategic management considerations to leverage knowledge innovation (KI) as a source of competitive advantage. By conceptualising a systematic and structured framework for analysing an organisation’s state of knowledge management (KM) practice in three areas: knowledge-centred principles, knowledgesharing infrastructures and knowledge-based initiatives, an integrated scrutiny of how knowledge innovation (KI) could be strategically managed is fostered. It is expected to be of interest to corporate leaders, managers and specialists who are involved in IT planning, implementation and practical issues related to innovation management and knowledge management.