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<p>General Introduction  vii</p> <p><b>Chapter 1. Innovation Processes, Innovation Capabilities and Knowledge Management 1</b></p> <p>1.1. Does knowledge management improve the performance of innovating enterprises? 2</p> <p>1.1.1. Does empirical research confirm the existence of a connection between knowledge management and the performance of innovative enterprises? 2</p> <p>1.1.2. Beyond the enterprise: knowledge management, innovative territories and innovation projects  4</p> <p>1.2. Innovation capability and knowledge management 7</p> <p>1.2.1. The decomposition of innovation: invention and commercialization  8</p> <p>1.2.2. Innovation activities and aptitudes 11</p> <p>1.2.3. Dynamic capability and knowledge processes  15</p> <p>1.2.4. Innovation capability as dynamic capability rooted in the management of knowledge 17</p> <p><b>Chapter 2. Knowledge Typology and Knowledge Processes at the Service of Innovation 21</b></p> <p>2.1. Knowledge generation  24</p> <p>2.1.1. Knowledge creation: a process of combination/recombination of background knowledge  25</p> <p>2.1.2. Absorption and integration of knowledge  31</p> <p>2.2. Knowledge application  35</p> <p>2.2.1. Codification and personalization: two complementary strategies of knowledge alignment 36</p> <p>2.2.2. The role of architectural knowledge in the process of knowledge alignment  39</p> <p>2.3. Knowledge valorization 42</p> <p>2.3.1. Patents: protection and knowledge management instruments  44</p> <p>2.3.2. Cooperation agreements: instruments of anticipation of knowledge management strategies 48</p> <p><b>Chapter 3. Managing Knowledge to Innovate: Open and Distributed Innovation Models  53</b></p> <p>3.1. Open innovation  54</p> <p>3.1.1. The concept of open innovation  55</p> <p>3.1.2. The two facets of open innovation 56</p> <p>3.1.3. Open innovation modalities 57</p> <p>3.1.4. The importance of intellectual protection 58</p> <p>3.1.5. Advantages and drawbacks of open innovation 59</p> <p>3.1.6. Implementation of open innovation  61</p> <p>3.2. User innovation  61</p> <p>3.2.1. The concept of user innovation 63</p> <p>3.2.2. Lead users activities 65</p> <p>3.2.3. Competencies of user-innovators 66</p> <p>3.2.4. Implementation of user innovation 68</p> <p>3.3. Innovating with communities  72</p> <p>3.3.1. Social interactions and knowledge production within communities  74</p> <p>3.3.2. Communities in the firm: between governance and spontaneity  75</p> <p>3.3.3. Innovating with external communities: the role of the middleground  77</p> <p>3.4. Crowdsourcing 79</p> <p>3.4.1. A typology of crowdsourcing  79</p> <p>3.4.2. The relevance of crowdsourcing for innovation 82</p> <p>3.4.3. Crowdsourcing platforms  83</p> <p>3.4.4. Crowdsourcing and other open innovation models 85</p> <p>General Conclusion 87</p> <p>Bibliography  91</p> <p>Index 111</p>

<p><b>Pierre Barbaroux</b> is a Senior Researcher at the French Air Force Research Centre, Research Chair in "Aerospace cyber resilience" and Program Director for the Advanced Master in "Aerospace Project Management".</p> <p><b>Amel Attour</b> is Associate Professor at the University of Nice Sophia Antipolis, GREDEG (UMR 7321), France and Program Director for the Advanced Master in "Engineers for Smart Cities".</p> <p><b>Eric Schenk</b> is Associate Professor at the National Institute of Applied Sciences, Strasbourg, France, BETA-CNRS and Program Director for the Advanced Master in "Sustainable Development".</p>

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