A Model Of Knowledge-Enabled Learning and Innovation

As the study team analyzed the knowledge-enabling strategies and approaches of the partners, what emerged was a picture of definable knowledge and learning approaches used to enable innovation. Figure 1 depicts a model of knowledge-enabled learning and innovation (KeLI), which illustrates the knowledge-enabling approaches used at various points in the process: identifying needs, forming teams, enabling work, and organizational learning. Under each of these processes are some knowledge- enabling approaches being used by the study partners. The arrow between organizational learning and enabling project and work processes indicates a closed-loop process of how knowledge embedded within the organization is available and can be leveraged by other individuals and future teams. The cultural and organizational context provides the backdrop for the innovation processes and the KM-enabling approaches. Supporting all the processes is the KM infrastructure, comprised of KM strategies, roles, budgets, IT, and measurement. The KeLI model provides an organizational schema for the knowledge-sharing approaches within the stages of innovation and is not intended to be a model for innovation or a stage-gate process for innovation.