**3.1. Themes of innovative organizations**

Several themes emerged from examination of the five company profiles, which are depicted in **Figure 1**. The themes represent facets of organizing that enable the generation and shar‐ ing of new knowledge that relates to improved organizational performance. The themes are matched to the profiles of the five companies shown in **Table 2**.

### *3.1.1. Vision and core values*

Many organizations begin with their vision statement as a starting point to motivate organi‐ zational performance. In their vision statements, Praxair and FMC Technologies insist on the long‐term view of the organization as one of the global preeminence—a key to organizational sustainability. Core values occupy a supporting role in an organization's vision. With KTC its value‐based perspective initiates the development of the resulting learning climate.

### *3.1.2. Autonomy*

the leadership team. In consistency with the previous CEO's philosophy, the current CEO, Srimongkol, coaches his executive teams by asking opinions, giving suggestions, then moni‐

Under the knowledge‐based organization concept, KTC focuses on learning and develop‐ ment to enhance individuals' capabilities and create practical knowledge sharing within the organization [46]. The firm creates a climate of team learning to move toward its corporate

KTC uses a dynamic workplace approach in unleashing individuals' creativities in order to update its corporate identity to one that is more vibrant and creative. Senior leadership at KTC assumes that organizational creativity and innovation rely on learning. The knowledge, experiences, and cultural familiarity that each individual employee embodies can be deliv‐ ered through social learning. The company creates and sustains a creative and innovative culture through leadership and management activities by leveraging actions across the orga‐ nization. HRD at KTC encourages employees to improve their work through a lively learning

Throughout the chapter, examples were provided of organizations that are considered to be innovative. The conclusion of the chapter focuses on specifying commonalities between innovative organizations. We believe themes emerge in the five profiles highlighting linkages between HRD, KM, and innovation. The identification of similar practices and processes may not make it easier for organizations to be innovative, but it does facilitate understanding by practitioners and researchers of some organizational antecedents necessary for innovation to

We hope this chapter also accomplishes a secondary goal to solidify and clarify where the pres‐ ence of HRD together with KM establishes conditions necessary for innovation. HRD looks to develop and unleash human expertise and creativity with its focus on career development, train‐ ing, and organizational development. HRD at these five cases contribute to facilitating a learning culture, providing a broad spectrum of learning and development (L&D) opportunities, and providing employees a broad spectrum of opportunities and encouraging diversity of thought and new ideas. On the other hand, KM focuses on the development of communities of practices, organizational knowledge sharing through lesson learned process, and the utilization of tech‐ nology to create infrastructure for storing and sharing expertise and best practices. These KM processes facilitate and sustain individual and collective activities to help manage the flow of knowledge (to acquire, create, store, share, use, and assess) throughout the organization. When and where there is expertise and creativity coupled with methods of harnessing, sharing, and growing knowledge and ideas, we believe an organizational environment or culture can exist for innovation. **Figure 1** captures the relation between HRD, KM, and innovative organization.

toring their performance, and providing feedback on their actions [45].

environment and a climate of team work and knowledge sharing.

goals.

*2.5.3. Summary*

38 Knowledge Management Strategies and Applications

**3. Conclusions**

flourish.

While organizational leadership may seem to exert control over its business, technology, and products, each organization demonstrates times when internal self‐sufficiency provided flex‐ ibility for the organization [48]. Flexibility and agility are what allow organizational systems to

**Figure 1.** Relationship between HRD and KM practices.


**Table 2.** Company findings mapped to conceptual model.

adapt quickly within their markets and ever‐changing business environments. Job autonomy and the self‐rule provided in the communities of practice are examples of internal self‐governance.

### *3.1.3. Collaboration*

**Praxair Air Liquide Rockwell Collins FMC Technologies** 

Employees empowered to seek

1. Communities of practice; 2. Institutionalized cross‐functional training

1. Company‐based Wikipedia 2. Formalized lesson‐ leaned processes

Corporate university 1. Corporate

solutions

Establish a culture that recognizes inquiry, feedback, and creative thinking

Vision & core values in daily

Autonomy 1. Business‐

Collaboration Communities of practice

Continuous learning

Talent development

Social learning Rapid

Make the planet more productive

40 Knowledge Management Strategies and Applications

unit level autonomy flattens the hierarchy 2. Flexible job design

Simulation‐based learning for at all career stages

development of new hires

1. Engage HR for next gen‐ eration leader‐ ship, talent acquisition, and business integration; 2. Women men‐ toring other women; 3. Mid‐career talent development

**Table 2.** Company findings mapped to conceptual model.

Invent, design, produce high quality solutions for customers and patients

Communities of practice

Focus on continuous learning of succession planning

1. Technical career paths; 2. Mentoring & coaching; 3. Early & mid‐career talent develop‐ ment

life

**Inc.**

Organizational focus on living the core values

Team‐based problem solving and solution implementation

Communities of practice for each business unit, and department

Employee‐ focused quarterly communication

1. International centers of excellence 2. New hires inte‐ grated socially through online and face to face platforms

university 2. Women's leadership development program

**Krungthai Card** 

3. Collaborative learning environment; 4. Team‐based knowledge sharing

Leader‐directed corporate culture

Engagement‐ based learning

Coaching & mentoring

**PCL.**

Alignment of corporate policies and practices to enhance employee competency and organization culture

Across each of the companies profiled in this chapter, collaboration in team learning enhances competence by allowing employees to learn from one another. An effective KM system sup‐ ports the collaborative learning.

## *3.1.4. Continuous learning*

Within the communities of practice, constant dialogue by employees results in continuous new learning with processes improving and adaption occurring.

### *3.1.5. Social learning*

As organizations are largely social systems, learning within their communities reinforces desired knowledge and behavior. These communities reflect learning and collaboration. Rockwell Collins and FMC Technologies communities of practice use technology to share knowledge across their internal teams.

### *3.1.6. Talent development*

Whether the need for talent is within the technical sphere, such as with Air Liquide, Rockwell Collins, and Praxair, or in the leadership area, such as with FMC Technologies, internal pro‐ grams whose focus is to hone specific competencies identify and guide both expertise and knowledge sharing within the organization. Early, middle, and end of career development supports internal career development and the life cycle of the organization. As talent and the organization mature, the needs of both individual and company are met.
