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IFKAD 2017 Special Tracks

Creativity, Innovation and Knowledge Management
Innovation implies the introduction of something new. In the current environment, the introduction of new products and services or the developing of new processes is critical for the survival of the companies (Cepeda-Carrión et al., 2012). Creativity from employees is required for developing innovations. Creativity relates to how people approach problems and depends on how effectively people are able to share knowledge with others (Mauzy & Harriman, 2003). Knowledge and its use have thus become the key on the link between creativity and innovation (Darroch, 2005). In the current knowledge society, both creativity and innovation are connected to each other through knowledge structures, which allow companies to acquire this new knowledge, and eliminate the obsolete.
A number of authors have categorized the potential contributions of knowledge to promote innovation and creativity:
  • An organizational context that encourages knowledge sharing enables innovative firms to generate new ideas to grow and increase their market share (Aud, et al., 2010).
  • Absorptive capacity and prior knowledge tackles range of barriers to innovation (Cohen & Levinthal, 1990).
  • People creativity depends heavily on their governance and commitment to learn from others experience (Chanal, 2010).
  • Most studies consider that absorptive capacity injects new ideas into the organization, increases the capacity to understand new ideas and strengthens creativity and the ability to spot new opportunities (e.g. Chesbrough, 2003; Gray, 2006; García-Morales et al., 2008).
  • Unlearning and relearning are frequently cited as antecedents to the elimination of old logic at the individual level and the creation of room for new approaches at the organizational level (Cegarra et al., 2011).
There are, however, a number of challenges that companies need to overcome for knowledge management to become a source of creativity and innovation.
  • Conduct more research into the knowledge structures that can be used to promote creativity and innovation.
  • Identify and understand barriers to enhance the development of creativity.
  • Information and Communication Technologies to work as a vital tool to promote creativity and innovation.
  • A framework which creates an enabling environment for promoting creativity and innovation.
  • Analyze the role of emotional knowledge in the current management of the organizations

Subject Coverage
Although the possible set of paper topics is large and we encourage submission on any area within the scope of technology, unlearning and relearning in organisations and its study from recent theoretical approaches, topics which are particularly suitable include (but are not limited to).
  • Relearning and unlearning requirements for successful innovations
  • Linking creativity, innovation and knowledge structures
  • Effect of creativity and knowledge structures for innovating
  • Evaluations of creativity and knowledge structures and results
  • Knowledge management practices fostering creativity
  • Time, creativity and innovation
  • Antecedents and consequences of creativity impacting the level of knowledge structures
  • Impact on learning effectiveness of creativity and innovation
  • Human resource management practices for creativity and innovation
  • The role of emotional knowledge to enhance innovation and creativity.

Daniel Jiménez Jiménez | Universidad de Murcia, Spain
Juan-Gabriel Cegarra-Navarro | Universidad Politécnica de Cartagena, Spain
Gabriel Cepeda Carrión | Universidad de Sevilla, Spain