Original Research

Enhancing innovation capability maturity through knowledge conversion

D. Esterhuizen, C. S.L. Schutte, A. S.A du Toit
Acta Commercii | Vol 11, No 1 | a162 | DOI: https://doi.org/10.4102/ac.v11i1.162 | © 2011 D. Esterhuizen, C. S.L. Schutte, A. S.A du Toit | This work is licensed under CC Attribution 4.0
Submitted: 06 December 2011 | Published: 06 December 2011

About the author(s)

D. Esterhuizen, Department of Industrial Engineering, University of Stellenbosch, South Africa
C. S.L. Schutte, Department of Industrial Engineering, University of Stellenbosch, South Africa
A. S.A du Toit, Centre for Information and Knowledge Management, University of Johannesburg, South Africa

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Purpose: This research was aimed at investigating organisational support by means of knowledge conversion processes toward maturity growth in innovation capability areas.

Problem investigated: No formal guidelines exist for the use of knowledge management to grow innovation capability maturity. As knowledge management plays a fundamental role in an enterprise's ability to innovate successfully, the following question arises: Can knowledge creation processes be used to enable innovation capability maturity growth?

Methodology: The literature therefore provides a strong basis for the argument that knowledge management and more specifically knowledge creation processes could be used to improve an enterprise's innovation capability maturity. A knowledge creation framework that enables innovation capability maturity growth was designed by aligning knowledge creation processes to the requirements for innovation capability growth from one maturity level to the next. The time-frame of the research did not allow the implementation of the framework, and five industry and subject theory experts were used to evaluate the framework.

Findings: All five experts responded positively to, and were in agreement that the reasoning applied when identifying the specific knowledge creation process path as a key enabler of growth between innovation capability maturity levels is logical and sound.

Value of research: The unique research contribution of the framework lies in providing a tangible link between the fields of knowledge management and innovation capability maturity.

Conclusion: The impact of this research lies in the development of a knowledge creation framework that provides guidelines for the use of knowledge creation processes as a vehicle for innovation capability maturity growth.


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