Knowledge centric management : a framework for organizational change, learning and innovation

Abstract

Knowledge sharing and, consequently, organizational learning are considered crucial to innovative performance, yet knowledge as a strategic asset remains less understood and undervalued by firms. This thesis establishes a theoretical framework identifying four key components considered important for knowledge-intensive firms to thrive and improve innovative performance. Central to the study was evaluating to which degree the framework is relevant for firms seeking to improve their organizational learning and innovative capability. The thesis employed a single-case study based on Plasto, a leading manufacturing company within injection molding in Norway. The proposed phenomenon being studied for this thesis is to what extents a knowledge-centric approach to management enhances organizational learning, and how organizational learning enhances a firm´s innovativeness and competitiveness. A qualitative research design was chosen to allow a nuanced understanding of the contexts related to how knowledge sharing and organizational learning can be improved by the aid of the proposed framework. The study shows that Plasto is representative for the proposed conceptual framework of Knowledge Centric Management. However improvements are needed to ensure that enough resources are put into fertilizing knowledge and commercializing research conducted in partnerships. Plasto are nevertheless enviously transparent, showing extreme willingness to learn and actively focusing on improving collective competence in the firm. Knowledge Centric Management prospects a feasible and holistic framework for innovation. These are lessons and examples to be followed for other firms.