Knowledge creation in innovative projects: Comparison between the planning and implementation phases using multiple case studies

dc.contributorAalto Universityen
dc.contributorAalto-yliopistofi
dc.contributor.authorNadayama, Naoto
dc.contributor.departmentDepartment of Marketing and Managementen
dc.contributor.departmentMarkkinoinnin ja johtamisen laitosfi
dc.contributor.schoolKauppakorkeakoulufi
dc.contributor.schoolSchool of Economicsen
dc.date.accessioned2011-11-14T11:23:44Z
dc.date.available2011-11-14T11:23:44Z
dc.date.dateaccepted2010-12-30
dc.date.issued2010
dc.description.abstract<Objectives> During the past two decades, there have been intensive discussions around knowledge management. One of the most cited models is suggested by Nonaka and his colleagues (e.g., Nonaka & Takeuchi, 1995; and Nonaka et al., 2008). They focus on knowledge creation, and suggest a perspective that knowledge is created dynamically. Most cases in knowledge creation research are shown with respect to projects for innovation, as knowledge creation research is historically related to innovation research. However, the two fields have not been integrated with each other. This research works toward further integration between two research fields, by analyzing a process of innovation from the perspective of knowledge creation theory. In particular, this research divides the process associated with an innovative project into the planning phase and the implementation phase, and analyzes the distinctions between the two phases using Nonaka’s theory. <Methodology> As the literature relative to the topic is limited, this research adopts a theory building approach, in which theory is developed through a continuous loop between proposition and testing. Then, this research sets out initial propositions about the topic, and tests them through empirical study. Multiple case studies are selected as the research method. Six cases are extracted in following three companies: Valio Oy, Fujitsu Services Oy, and Rautakirja Oy. <Findings> As a result of the research, some differences are identified between the project planning phase and the project implementation phase. Especially in the planning phase, opportunities about innovation are recognized by individuals subjectively, and the opportunities are articulated in organizations. Because the process is different from the Nonaka-proposed spiral process within teams in the implementation phase, it requires a new process specific model. As a result, the thesis concludes with a second set of propositions, which will be tested in future research.en
dc.ethesisid12453
dc.format.extent113
dc.format.mimetypeapplication/pdfen
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/585
dc.identifier.urnURN:NBN:fi:aalto-201111181497
dc.language.isoenen
dc.locationP1 I
dc.programme.majorInternational Businessen
dc.programme.majorKansainvälinen liiketoimintafi
dc.subject.heleconkansainväliset yhtiöt
dc.subject.heleconinternational companies
dc.subject.heleconprojektit
dc.subject.heleconprojects
dc.subject.heleconsuunnittelu
dc.subject.heleconplanning
dc.subject.helecontietämyksenhallinta
dc.subject.heleconknowledge management
dc.subject.helecontieto
dc.subject.heleconknowledge
dc.subject.heleconinnovaatiot
dc.subject.heleconinnovations
dc.subject.helecontietotalous
dc.subject.heleconknowledge economy
dc.subject.keywordKnowledge Creation
dc.subject.keywordKnowledge
dc.subject.keywordInnovation
dc.subject.keywordInnovative Project
dc.subject.keywordCase Study
dc.titleKnowledge creation in innovative projects: Comparison between the planning and implementation phases using multiple case studiesen
dc.typeG2 Pro gradu, diplomityöfi
dc.type.dcmitypetexten
dc.type.ontasotMaster's thesisen
dc.type.ontasotPro gradu tutkielmafi
local.aalto.idthes12453
local.aalto.openaccessyes
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