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Chapter 4 : Tools and implications of managing knowledge and creativity

Author

Listed:
  • Claude Paraponaris

    (IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12)

  • Claude Guittard

    (BETA - Bureau d'Économie Théorique et Appliquée - INRA - Institut National de la Recherche Agronomique - UNISTRA - Université de Strasbourg - UL - Université de Lorraine - CNRS - Centre National de la Recherche Scientifique)

  • Jean-Louis Ermine

    (IMT-BS - DSI - Département Systèmes d'Information - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris])

  • Pascal Lièvre

    (CRCGM - Centre de Recherche Clermontois en Gestion et Management - UdA - Université d'Auvergne - Clermont-Ferrand I - ESC Clermont-Ferrand - École Supérieure de Commerce (ESC) - Clermont-Ferrand)

Abstract

Interests in knowledge management (KM) come from various disciplines: economy, social, engineering. These interests are not often linked. Within the fi rms, KM practices vary a lot depending on national cultures and on activity sectors. Some of the missions of the scientific community are to identify these interests, to analyze the potentialities, and to propose an evolution of concepts and practices. However, one can identify a potential symmetry between the diversity of practices and the partitioning of scientific approaches.

Suggested Citation

  • Claude Paraponaris & Claude Guittard & Jean-Louis Ermine & Pascal Lièvre, 2013. "Chapter 4 : Tools and implications of managing knowledge and creativity," Post-Print hal-01119737, HAL.
    • Handle: RePEc:hal:journl:hal-01119737
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    Keywords

    Creativity; Knowledge economy;

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