Knowledge management and innovation : interaction, collaboration, openness

Cover -- Title Page -- Copyright -- Contents -- General Introduction: Knowledge Management at the Heart of Innovation -- Aims of the publication -- Outline of the plan -- 1: Innovation Processes, Innovation Capabilities and Knowledge Management -- 1.1. Does knowledge management improve the performance of innovating enterprises? -- 1.1.1. Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises? -- 1.1.2. Beyond the enterprise: knowledge management, innovative territories and innovation projects -- 1.2. Innovation capability and knowledge management -- 1.2.1. The decomposition of innovation: invention and commercialization -- 1.2.2. Innovation activities and aptitudes -- 1.2.3. Dynamic capability and knowledge processes -- 1.2.4. Innovation capability as dynamic capability rooted in the management of knowledge -- 2: Knowledge Typology and Knowledge Processes at the Service of Innovation -- 2.1. Knowledge generation -- 2.1.1. Knowledge creation: a process of combination/recombination of background knowledge -- 2.1.2. Absorption and integration of knowledge -- 2.2. Knowledge application -- 2.2.1. Codification and personalization: two complementary strategies of knowledge alignment -- 2.2.2. The role of architectural knowledge in the process of knowledge alignment -- 2.3. Knowledge valorization -- 2.3.1. Patents: protection and knowledge management instruments -- 2.3.2. Cooperation agreements: instruments of anticipation of knowledge management strategies -- 3: Managing Knowledge to Innovate: Open and Distributed Innovation Models -- 3.1. Open innovation -- 3.1.1. The concept of open innovation -- 3.1.2. The two facets of open innovation -- 3.1.3. Open innovation modalities -- 3.1.4. The importance of intellectual protection.