The study aims at explaining that sustaining rural development helps to support entrepreneurship combining social and economic business leading to design hybrid organizations. Rural resources as entrepreneurial milieu shape the entrepreneurial process. European rural development policies support the economic growth of rural areas driving new business opportunities for rural entrepreneurs creating social and economic value. Social entrepreneurs address new social needs in entrepreneurial ways showing a high social responsible orientation by aligning the activities that generate profit, environmental and social benefits building hybrid organizations focusing on social value creation within or outside the organization’s boundaries. The study relies on archival and qualitative data drawn by review of literature on social entrepreneurship and hybrids organizations, on the role of rural development by describing the European framework and policies promoting the sustainable development of rural areas and communities. Rural development policies help to revitalize rural economies and communities. Rurality as dynamic concept and synonym of diversity, history, landscape, heritage, traditions and values related to renewal of agriculture within post-industrial society where rural entrepreneurs emerge as partners for driving local economic development by promoting wealth, environmental and social benefits. European rural development policies lead farmers and rural entrepreneurs to combine social, economic and rural perspectives developing entrepreneurial ventures and hybrids organizations actively providing benefits for environmental and social value creation within rural areas and countryside.

The purpose of the paper is to develop a conceptual framework that can provide guidelines on the choice of appropriate CKM solutions to match the firm context. We aggregate the findings from existing studies on CKM in the fields of knowledge management, marketing, and behavioural sciences, with particular attention to customer orientation and marketing capabilities studies. The extant studies usually cover the application of a single CKM solution and do not provide the guidelines on how to choose an appropriate CKM solution out of the existing repertoire (Chua, Banerjee, 2013; Gibbert et al., 2002; Xu, Walton, 2005). The study aims to fill this void and proposes a conceptual framework that, firstly, offers a basis for the classification of CKM solutions and, secondly, links CKM solutions with the firm context. The CKM classification parameters include proactivity, continuity, embeddedness, and personification. The firm context is interpreted in the broad sense and includes firms’ strategic objectives and managerially relevant characteristics of firms’ customers. The proposed framework can be applied to analyse how different CKM solutions are related to firm context. The framework provides guidelines on how to choose CKM solutions depending on firms’ strategic objectives and what customer characteristics to consider when working with a particular CKM solution.

Companies are adopting new methods of analysis of business processes to maintain an adequate level of control and transparency. If the process is subject to constant changes and becomes too complicated, there is a need to move from a linear to its non-linear processing. Lack of process structure is a source of increasing entropy. The statistical methods of technological processes based on delayed performance management are not as useful, considering key performance indicators (KPIs) vary from one process instance to another, and their target values cannot be clearly defined. This means that the ‘thumbs-up’ cannot be applied to weakly-structured process, and requires a new approach to execute dynamic models considering non-linear factors. The implementation of the tasks was achieved by conducting field research, literature analysis and creating automated decisions based on the findings. The proposed solution for the management and improve the efficiency of knowledge intensive processes. To implement pre-hold processing texts presented algorithm, namely the description of the problem and all attached text document. This will extract the tacit knowledge (unstructured), hidden in the daily correspondence, informal communication. The email can be taken as the source. To do this consistently performed a morphological analysis and syntactic analysis of the text to bring the terms to the normal form. Based on this, we analyse the potential operational risks and the search for experts for the creation of the expert community. Thus, the process can be controlled by some internal/external experts of virtual teams (whose location is not important), that are essentially a community of practice. Coordination responsibility lies with the owner of the process. The paper described in detail the results of field research, as well as show the system architecture that supports semi-structured process management. The following tasks have been solved: 1) researched features of poorly structured process management in various companies and technological challenges faced by the company; 2) examined the hypothesis that the process risks can be identified and addressed through changes in the information field indicators process (unstructured information on the process); 3) implemented expert search service and prediction of potential operational risks. Using the developed system allows increasing the efficiency and transparency of processes and expert community.

Given the relevance and need for studies in the area of organizational resilience, the objective of this work is to understand how the concept of organizational resilience has been considered in the literature, through an analysis of its analysis units and application contexts. From this understanding, an association of the main resilience factors identified in the literature are presented with the dimensions of human, structural, and relational capital and enabling factors, in the organizational context. An extensive literature review in the field of organizational resilience was performed. After reading these articles, two analyses were performed: (I) the identification of the main analysis units and the application contexts; (II) the categorization of resilience factors into four dimensions: human, structural and relational capital, and enabling factors. Given the relevance and contribution of the area of resilience to various fields of study, as well as the diversity of factors that permeate its construct, this study involves a systematic and exploratory search of the literature to present the main units of analysis, application contexts, and organizational resilience factors. This analysis allows these elements to be studied and understood more deeply, both in theory and in practice, with the objective of increasing the understanding of organizational resilience and its results. Eighty-three publications were identified, written by 223 authors and published in seventy-two indexed journals. The analysis of these publications made it possible to understand an overview of the concept of organizational resilience from the main analysis units, application contexts, and resilience factors grouped by the dimensions of human, structural and relational capital and enabling factors. From this mapping of primary resilience components, it is possible to suggest the development of models and instruments to understand, characterize and measure resilience in the organization environment.

The knowledge management literature prescribes a strong link between organizational knowledge and performance outcomes. There has been a widely accepted distinction between tacit and explicit knowledge. Outcomes can accrue to an organization through acquiring and developing both explicit and tacit knowledge. In models of competitive advantage, tacit knowledge is posited to be more valuable since tacit knowledge is more ambiguous than explicit knowledge and therefor more difficult to imitate. It is often assumed that since the information transmitted through training and consulting has been codified, that the knowledge being transferred is explicit knowledge. An examination of institutional programs however reveals that programs can be directed toward the explicit or tacit knowledge base of the firm. Given the significant literature on difference between explicit and tacit knowledge, one would expect there would be many corresponding empirical studies that test whether explicit or tacit development interventions are more effective. This has not been the case. To help fill that research gap, this paper studies the relative efficacy of explicit and tacit knowledge interventions in small to medium sized manufacturing firms. The paper draws data from a public-private partnership between a US Federal agency and a regional university in the Midwestern United States. The group specializes in manufacturing and technology development/improvement in small to medium sized manufacturing firms (those with between 10 and 500 employees and revenues between $1million and $250 million US). The partnership yielded data from 31 companies on 228 training and consulting initiatives. Our research found significant differences between tacit and explicit interventions and between minimal and extensive training commitments. This research breaks new ground in 3 ways. First, it provides an empirical test of the differential outcomes of tacit and explicit training interventions in manufacturing firms. Second, the article explores the issue of resilience in that it tests whether there are longer-term or transformational impacts from tacit training. Lastly, the empirical results yield a set of research questions to be addressed by future research. The research substantiates the economic benefits of contrasting training models. Further, this paper can help practitioners understand the very real benefit of making their tacit processes a source of explicit knowledge and advantage.

The purpose of this contribution is to show how Smart and Medium Enterprises (SMEs) can adapt their capacities to a higher level of volatility, uncertainty, complexity and ambiguity (VUCA) in their environment. We have reasons to believe that a traditional management of SMEs would be unable to effectively cope with a dynamic business environment and disruptive changes in market conditions induced by internet and digitalization. An agile, collaborative team approach will prove to be superior to traditional management in SMEs. A collaborative mode of management of SMEs, using the resources and capabilities of all members of the organization, is needed. For the change towards an agile, collaborative management approach we propose the “learning to grow”-methodology to launch an organizational learning process that enables owner and employees to create this agile working culture step by step. A special feature of the methodology is that the change process is based on a sequence of learning projects, so that the speed of the change can be connected with the growing capabilities of those involved. On the one hand, it is a tool for teams to enhance their collaboration through shared knowledge. On the other hand, the implementation becomes an item for a mutual learning project, because of the high requirements of a successful implementation. A consistent, long-term application of the methodology is leading to a substantial expansion of the capabilities of SMEs. Through the integration of the employees into the management process and a wider share and usage of knowledge, the organization is able to accomplish more innovation and more growth. This contribution presents fresh experiences from the project “CollaboTeam”, which started in February 2017. We want to share our insights of the challenges to implement collaborative software solutions, with the aim of realizing an agile, collaborative work approach. The outcome of this application is a suitable update of the Methodology “Learning to grow”. It has been developed in 2008 in a network with German SMEs and has been used and improved by many SMEs since then. The transfer and adaption of the methodology in other business contexts in Spain and South-America has been successful as well (North / Varvakis 2016). We want to illustrate how to support the implementation and use of collaborative software with the ”learning to grow” methodology, in order to create an agile, team-based work approach, which is adequate in responding to a VUCA environment.

Knowledge-intensity in organisations is a widely used concept that enables to single out the entrepreneurial entities relying primarily on intangible assets and endowed with certain organisational characteristics from others. The epitome of the firm in the 21st century, knowledge-based entrepreneurial entities tend to impose as the ideal organisational exemplar that promises the delivery of above average performance. However, knowledge-intensity in organisations is a theme that is still poorly understood to date. The existing approach on organisational knowledge-intensity merely steps away from the original meaning scholars set in the 1990s and is fraught with epistemic fallacies. This paper sets out to conceptualise knowledge-intensity in organisations and explore its implications for knowledge management. Thus, while repositioning the theme in the broader debate of knowledge-based organisations, this study introduces knowledge-intensiveness in an alternative and holistic fashion. To better serve the purpose of this paper a two-step qualitative study was undertaken. First, a thorough study of literature was initiated, and a subsequent thematic analysis led to the emergence of leading organisational characteristics representative of knowledge-intensiveness in organisations. This previous lens informed the second stage of the study and helped the collection of a qualitative data set comprising interviews, observations and documents analysis, from two knowledge-based medium-sized firms. Data analysis took the form of coding and decoding for each company, in line with the constant comparative method. Finally, the two business units were compared and a conclusion drawn in relation with organisational knowledge-intensity. This paper contributes to the understanding of knowledge-intensity in organisations. More specifically, this study underscores the limitations of a characteristic-based or descriptive and linear approach on knowledge-intensiveness. Indeed, the latter suggests that compiling such organisational traits is conducive to knowledge creation together with the delivery of above average performance. If the previous may remain a necessary condition, it appears insufficient as the research showed that firms presenting very similar knowledge-based profiles do not perform identically. This paper puts in evidence the importance of the processes and relationships between actors and other elements of the organisation suggesting a more dynamic understanding of organisational knowledge-intensity. The comparison of two medium-sized companies showed that both were endowed with very similar organisational characteristics in nature and in number suggesting that both could qualify as knowledge-intensive organisations. However, one firm delivered substantially superior performance while the other was lagging behind if not struggling. Organisational knowledge-intensity resides in the ability of a firm to manage and mobilise its knowledge assets or characteristics to achieve superior organisational goals. The organisation identified as knowledge-intensive had also integrated constant creativity and co-creation in its corporate culture. In sum, this study provides an example and theoretical insights for managers who endeavour to enable their company to become a knowledge-intensive firm and face the challenges of the 21st century.

In this paper we propose the concepts and variables that characterize resilient organizational capabilities. These capabilities can be viewed as dynamic capabilities. The concept of resilience highlights the ability to overcome trauma and the power to emerge more reinforced. Considering the concept of “lessons learned” serves as the basis for resilience in organizations. The dynamism and the turbulence of the environment lead us to a recurrent framework of lessons learned. There are two key factors: attitudes and culture. They can be transformed into a concept of resilience and the way of working to move from an attitude to an operational plane. One of the most operative ways to understand resilience would be to develop a comparative study. Kurtz D. J., Varvakis G., (2016). This study could be from different levels: comparison of organizations, sectors, countries, etc. According to Pavlou an El Sawy (2011), this as long as a solid theoretical framework is established. In addition, observing the scenario for an organization to develop resilient capabilities in a truly effective way Whitehorn, G. (2011). In this work, the concept and characteristics of the “resilient capabilities of the organization” or “adaptive capabilities” generating innovation in the field of SMEs are presented. Also, the role of dynamic capabilities and intellectual capital that has been playing to date will be explained. In this research a methodological triangulation and a qualitative analysis to data on a Case Studies in NEBTs of the Scientific Park of Madrid and Colombian SMEs are realized. And will be completed with a quantitative analysis through the survey of these same two groups. This methodology puts in evidence the concept that Kurtz and Varvakis (2016) take of Resiliencie from Walker et al. (2002) and Bhamra et al. (2011). Conceptual relationship that we can analyze in the application to the NTBFs and SMEs, following and updating with new data and experiences focused on the need to energize SMEs, and specifically the NEBTs, to adapt and develop the innovation required in order to face the current turbulence and instability of the markets. The results of the comparative study show some differences in analysed ROCs, that can be explained by cultural or economic themes, or by the sectors or sizes to which the companies of the reference groups belong, which is the basis for a future line of research.

Crowdsourcing is emerging increasingly as a pattern for acquiring resources, mainly creativity, from the crowd. The use of new technologies has changed the way people work, and effected the design and innovation processes of firms even in more traditional sectors. In recent years research was devoted to understand the specific process of knowledge creation in the innovation process, both within an internal view or and external one. Some studies (Edvardsson & Tronvoll, 2013), consider “All social and economic actors are resource integrators” defining resource integration as the involved actors’ activities and interactions when resources are integrated and operated upon. According such a view innovation is the result of a resource integration process (Caridà et al., forthcoming). The aim of the paper is to understand which kind of practices emerges in a crowdsourcing platform. We adopted an explorative research approach (Dubois and Gadde, 2002) characterized by an iterative process of systematic combinations and inferences between theory and empirical contextualizations (Dubois and Gadde, 2002), such as crow-contest examples, that allow theory to be informed by reality. To address the iterative process of systematic combinations and inferences between theory and empirical contextualization (Dubois and Gadde, 2002), we analised an Italian crowdsourcing platform. We analysed in depth the case we selected to understand the different forms of interactions among the participants. The analysis was qualitative in nature and involved both secondary data (companies reports, press releases, etc.) and primary data coming from the observation of the crowd contest platform, as well as, from the codification of the crowd comments, of the contest rules, etc. Currently, extant research on knowledge creation has not investigated enough the interactions among customers and firms (especially according to a social perspective). We find that knowledge is a central issue in the crowdsourcing context where different practices are adopted to foster innovation. Our findings will contribute to the literature on knowledge creation in service-logic environment. The first results show how the platform implemented different practices, adopting practices to create knowledge. They work as a connection place and may enable different process of value co-creation depending on the specific aim of the actors. They are open systems (Vargo and Lusch, 2011; Edvarsson and Tronvoll, 2013) which favourite the interaction between different actors and then, they are site were practices take place.

Big data coming from social media offer companies the potential to develop knowledge of the behaviour of their customers (Chua, 2011), especially within the TV industry (Proulx & Shepatin, 2012). Indeed, the rise of smartphones and tablets that allow discussing around TV shows on social networks as Twitter (Doughty, Lawson & Rowland, 2011), the so-called Social TV phenomenon (Harboe, 2009), generates a huge quantity of data useful to analyse viewers’ behaviour in order to better design TV contents and marketing activities. Notably, explaining the drivers of social media activity (Hill & Benton, 2012) is one of the major goals for TV companies (Proulx & Shepatin, 2012). This research aims at investigating the drivers of viewers’ interactions on Twitter, by considering different types of viewers. We collected approximately 550,000 tweets generated during a popular TV show, the contents shown on TV, the Twitter elements shown on TV screen and the viewership. Through the hierarchical linear regressions (Frazier et al., 2004), we investigated the minute-by-minute correlations between the viewers’ Twitter activity (dependent variable) and TV show’s contents and Twitter elements (independent variables). This extensive analysis was conducted on subsets of viewers classified by their loyalty to the TV show and their intensity of Twitter activity. Although the analysis of big data can improve the knowledge on viewers’ behaviour, their inherent heterogeneity can cause a lack of clarity in results. Results show that this lack of clarity may be caused by the fact that different types of viewers exhibit very different kinds of behaviour. Therefore, the study reveals some interesting insights on the phenomenon, since viewers are separated based on their loyalty and intensity. To our best knowledge, this research is the first demonstrating that the drivers of online engagement depend on the kind of viewers. In the context of Social TV, big data coming from Twitter can be useful to understand what makes people engaged with a TV show. Our findings demonstrate that ignoring differences between different types of viewers can lead to little knowledge from big data and, consequently, make ineffective business decisions.

This paper is based on an on-going Erasmus+ Knowledge Alliance project on training for innovation and entrepreneurship. In this project we focus on studying ‘tacit’ knowledge as an ‘ability to act’ and in the case of innovation and entrepreneurship to ‘develop the ability to realise value creation from good ideas’. The consortium consists of industrial partners (Lego, Lufthansa, BMW, Nokia Networks, AachenMunchener, Torbay Hospital) and academics (University of Exeter, University of Southern Denmark, RWTH International Academy, Leipzig Graduate School of Management) who share a concern with the question of how do we improve on current innovation management and entrepreneurship teaching, coaching and training? We are exploring novel modes of teaching including the following (each has a respected pedagogical foundation and has been tested in pilot form): storytelling; peripatetic learning; futures-based learning; entrepreneur laboratory; innovation theatre; design making; innovation games, and project-based learning. It is a three-year project and in this paper we share our experience around the issues of how a knowledge alliance between universities and industrial partners can be fully integrated to co-create methods that for both training companies’ employees and teaching students. We describe about developing methods as well as growing a knowledge alliance. In the project we don’t aim much at designing a new curriculum rather taking the important elements of existing programmes and focusing on exploring more effective delivery mechanisms. In particular we are trying to capitalise on the shift in thinking towards new modes of training and we are exploring pedagogies that develop the individual’s ability to face and adapt to the innovation and entrepreneurship challenge. We see that learning in times of constant change increasingly challenges educational institutions and business organizations alike. In contrast to past decades, knowledge has become more complex, contexts change faster and knowledge is required in different contexts at the same time. Memorizing information and applying established methods within single fields is not sufficient anymore where problems span cultural and functional boundaries. In terms of the wider benefit to enterprises across Europe, we recognise that innovation lies at the heart of what they do, from the initial stages of start-up through to the difficulties of building on their original ideas and developing new offerings, improving their processes and opening up new markets. The challenge of establishing a healthy business able to repeat the innovation trick and deliver a steady stream of change depends not on luck but on the ability to understand and enact innovation. This requires learning and capacity building around entrepreneurship skills.

The relationship between Obeya room and the management of knowledge is a neglected topic, apart from a few exceptions that have proposed a theoretical contribution to the debate (Tyagi et al., 2015; Lindlöf et. al., 2013), trying to classify the different tools and methods adopted in the LPD according to Nonaka and Takeuchi theoretical framework (1995). Following these approaches, the aim of the paper is to verify in an empirical context how the Obeya room is used to integrate knowledge and how it is possible to classify it according to the SECI model. In particular, we investigate this relationship in the Obeya room carried out in Fiat Chrysler Automobiles (FCA), within a project for the development of a new longitudinal-engine for Alfa Romeo Giulia. We carried out case selection in three steps. First, we selected the automotive industry. It represents one of the industries where the theoretical discussion concerning the relationship between LPD and the managing of knowledge occurs. Second, we selected the focal firm to be studied. We chose FCA, a multi-brand auto manufacturer whose product range covers different market segments, operating through companies located in 40 countries. We analyses how this firm achieves knowledge integration practices at project level. This study improves our understanding of the choices made at product development level in terms of knowledge integration mechanisms. The study was exploratory, which may be useful in generating future research hypotheses, connecting the features of research projects with the need to achieve knowledge integration. Differently from previous research (Tyagi et al., 2015; Lindlöf et. Al., 2013) we analyzed the obeya room in an empirical setting focusing on socialization practices. Our results show how different knowledge integration mechanisms could be used during a product development process and which critical factors should be taken in consideration to implement the Work Place Integration (WPI). In the case of the company under investigation, the WPI had some problems in terms of decision making process, but it fostered socialization among members of different functions.

The purpose of the present paper is to explore the process of knowledge integration and co-creation within an elite sport context characterized by uncertainty and ambiguity. The study was designed and carried out as a qualitative case study. Data were generated through documents and interviews with key actors within three ski-preparation teams (cross-country skiing, biathlon, Nordic combined) and the ski-preparation project led by the responsible organization for elite sports in Norway, Olympiatoppen. The study identifies three major types of knowledge co-creation. The first concern bridging scientific and experience-based knowledge, where scientists have a more optimistic view on cumulative knowledge development. The second highlight the role of shared testing procedures to compare and evaluate prototypes generated though scientific and practical knowledge. The third illustrate that the extent to which knowledge are used in the different teams depends on their strategies and is reflected in the gatekeeper role. A key finding is that close and trustful relationships are vital in order to allow for new ideas about how to improve. In highly competitive environments such as elite sport, where small variation in judgements matter, knowledge creation as co-creation has a fundament social dimension, where success depends on trustful interaction and shared values. However, the paradox is that although all ski-waxers have a strong commitment to continuous development and improvement, they demonstrate a strong need to control this process within the different teams. The control influence the degree to which close and trustful relationships are developed and hence the possibility for knowledge co-creation. More precisely, they engage in an active search for fine-tuning within a set of assumption that are rarely questioned. Close relationships seem therefore to be important for rendering knowledge co-creation possible in ways that also questions fundamental assumptions.

To analyse possibilities, benefits and prospects of introducing nuclear knowledge management approach into the process of developing nuclear infrastructure in embarking countries, based on the IAEA recommendations and approaches. On that basis the corresponding methodology of nuclear knowledge needs definition, assessment and acquisition is suggested. The Nuclear Knowledge Resource Matrix approach is proposed for nuclear infrastructure development in “newcomer” countries – states embarking on nuclear energy programme for the first time. It is to be used in order to determine the necessary knowledge, to review the availability of this knowledge in the extent necessary and to define measures for the maintaining and development of the knowledge needed for nuclear infrastructure elements. The number of countries that consider and then decide to employ nuclear energy for their social economic development is growing considerably. At the same time the clear understanding of knowledge and competences needed to successfully undertake the national nuclear energy programme. The Nuclear Knowledge Resource Matrix is to propose a tool for identification of such knowledge and competences for all the nineteen nuclear infrastructure issues having been already defined by the Atomic Energy Agency. The Nuclear Knowledge Resource Matrix is supposed to be used for introducing knowledge management into nuclear infrastructure development integrated management system in the countries that decided to launch their nuclear energy programs and construct and commission their first nuclear power plant or research reactor.

Selected knowledge management literature posits that a management team has an accumulated store of knowledge upon which it draws to make decisions and undertake actions. The literature is inconclusive as to where managers find knowledge for new or idiosyncratic situations like those required to internationalize a venture. Entrepreneurs face two basic internationalization schemes. One literature suggests that entrepreneurs will develop business in a local market and then evolve into international activities. An alternative view introduces the idea of firms that are “born-global”, engaging international markets nearly concurrently with their domestic launch. Little is provided in the literature about the knowledge base of newly internationalizing firms. Entrepreneurs have access to multiple sources of knowledge concerning new markets. They can seek out ‘explicit’ information from experts in government, access information through contacts in higher education or work with sources of international expertise in industry, through interpersonal networks, personal history, or other tacit sources. Our paper explored the use of both tacit and explicit information in selecting internationalization approaches in new ventures. The research studied the management teams of 7 entrepreneurial ventures. The entrepreneurs were divided into two groups, those who were expanding/evolving into international markets and those who were “born global” – pursuing international opportunities at the inception of their enterprise. In particular, we noted the correlation between sources of knowledge and market entry strategy. In the process of enfolding our findings into the current literature, we found several findings that we believe are significant both for future research and practice. First, we found systematic differences in born global entrepreneurs and evolving ventures. Evolving ventures clearly relied more explicit sources of knowledge. Born-global entrepreneurs relied on tacit knowledge from prior experience, e.g., work or study assignments abroad, and/or foreign language acquisition. Second, we found that prior experience (tacit knowledge) did not need to occur in the target country. As the number of firms seeking early exploitation of international opportunities increases, there will be greater need for pre-entrepreneurial international experiences. Universities and export promotion agencies will need to consider new means for internationalizing entrepreneurs. There is also a need for additional research to study the performance outcomes of entrepreneurs’ prior tacit knowledge.

The purpose of this paper is to introduce a new workshop format concerned with the facilitation of Communities of Practice (CoPs). The introduced workshop format is based on a method of causal mapping, and it is aimed at helping the CoP members to understand better the possibilities of ‘making most’ of their community’s potential, as well as identify and address the possible problems and challenges which the community may be facing. Through theorizing, grounded in the literature on CoPs and causal mapping as well as personal experience with using causal mapping in a number of organisations, this paper contributes a new formalised way of facilitating CoPs using of causal mapping, a facilitated workshop that helps organisations to bring into action the process of ‘thinking together’, creating a sense of mutual engagement, shared repertoire, and joint enterprise that is at the very core of cultivating CoPs. In this paper is introduced a formalised approach for facilitating CoPs with causal mapping. We contribute to both the literature on cultivating CoPs in organisations and the literature on causal mapping. The CoP literature is in great need of formalised and practical approaches that appreciate the complexity of the CoP concept and the contextual sensitivity required for cultivating CoPs in practice. The formalised CoP workshop facilitated by causal mapping we introduce in this paper offers a significant help for organisations in cultivating CoPs. More generally, this type of facilitation process can be very useful whenever thinking together matters.

To solve the main strategic aim of the technical – economic development of the national economy of Russia. Generation of the new ideas which are carried out by subjects of a hi-tech split causes quality socially now – economic development of national farms and prosperity of society. We propose an integrated approach, which gives the opportunity to formulate the complex strategy. This strategy is based on formation of the breakthrough innovative direction in Russia. In our opinion, Russia needs to choose the strategy according to which making use of experience of other countries, it is necessary to consider the following offers: 1) the state should carry out orders from budgets of various levels for support of the major branches of a hi-tech split: aviation, space-rocket, ship-building, separate types of the construction industry; 2) it is necessary to form more actively joint ventures with foreign subjects for the purpose of production of innovative production as part of domestic producers possess the uninvolved hi-tech equipment, both highly skilled scientific and production workers that is of interest to foreign partners; 3) for domestic subjects of a hi-tech split it is very important to intensify interaction with the large-scale domestic enterprises needing innovations. 4) it is necessary to increase export of the Russian innovative production with an exit to new segments of sales markets of the developed national farms with diversification of the directions of sale and maximizing profits for updating of business assets, creation of new types of production and preparation of highly qualified personnel. The results of application of the strategy of innovative improvement of interaction between the research sectors and subsectors of the economy with active state and private financing developed by the authors will allow to overcome not only the divergence of the real and financial sectors, but will also allow Russia to enter the sixth technological order to be competitive. Now the foundation of this strategy is laid by the Decree of the Russian President V. V. Putin No. 596 of May 7, 2012. “About long-term state economic policy” in which innovative technical and economic development of the industry real Russia due to large investments into development of a hi-tech split by internal, and external direct investments in new technologies, the high-tech equipment, industrial and innovative projects in general is defined by a priority.

The purpose of the paper is to explore which are “the driving forces” of new ideas search in knowledge intensive business services (KIBS) companies having different knowledge bases. In particular, the study bases on the assumption that the level of structuring and formalization of the process of service development and ideas search can affect the level of innovativeness of the final product. Considering close and consistent relations of KIBS companies with their clients and customers another factor investigated in the paper is the degree of influence of the clients and market on the innovativeness of the product. Such connection was scarcely studied in previous literature since the researchers developed mostly theoretical models of innovation process in KIBS and service companies without testing them enough in practice. Furthermore, this study takes into account that different KIBS companies have different knowledge bases and that this can affect their business processes. Those bases are denoted as analytical, synthetic and symbolic where the terms clearly indicate their distinctive characteristics. Some studies pointed out that KIBS companies with different knowledge bases not only have different approaches to their innovation activities but also obtain different outcomes (Strambach, 2008, Pina and Tether, 2016). The case study method was adopted due to the exploratory nature of the research, novelty of the topic as well as the intention to analyse it at a practical level (Yin, 2003). Ten companies of different KIBS sectors were investigated which helped to analyse the NSD process in totally different environments characterized by different knowledge bases. The research was international and included companies from Italy, UK and Russia. The paper investigates the topic scarcely studied in the literature. Considering the selection of a sample of cases, the study allowed to investigate companies performing different activities and possessing different kinds of knowledge base. The research confirmed the propositions of previous researchers that companies with analytical and symbolic knowledge bases produce more innovative products. At the same time the research revealed that companies with “not pure knowledge base” (companies that combine two knowledge bases) create more innovative ideas if their PD/SD process is structured and codified. The research can help KIBS companies to understand how they can improve their Product/Service Development processes, and which models exist for the search and introduction of innovative ideas for new products/services.

The paper analyses the use of projective techniques (PTs) as tool for stimulating company’s innovative thinking during its life cycle and, through a case study, shows how these techniques can be successfully applied to support ‘idea generation’ during the start-up phase. The case study has been developed at Intertwine, an italian start-up and has provided practical insights helpful to better understand how PTs can be employed to stimulate innovative thinking among founders, manager and employees and to hear potential consumers’ voices.

Existing big data research has largely been based on the “3 V’s” of data volume, velocity of input and output, and data variety. However big data becomes useful when it enriches decision-making that is enhanced by application of analytical techniques and some element of human interaction. With the merging of data and information vs. knowledge and intelligence, we see and investigate an opportunity for cross-fertilization between big data/business analytics and the fields of knowledge management (KM), and related disciplines. In this work, we develop big data governance framework by analyzing different dimensions and layers of big data and data governance concepts and interconnections. Knowledge have to guide big data governance trajectories and stimulate big data governance on complements. Big Data is a subset of different features and could be presented by developed taxonomy that includes data, compute and storage infrastructures, analytics, visualization, security/privacy and industry domains. Based on theoretical conceptualization, combined with empirical evidence, we propose a framework for big data governance related with multi-level taxonomy with more than 100 entities. The paper for the first time provides a broad overview of big data concept modelling using taxonomies and data management tasks. We have investigated the ten knowledge areas of big data governance and created a Big Data Governance framework. The Big Data Governance framework could be used for planning, oversight, and control over big data management and the use of big data and big data knowledge-related resources.