ABSTRACT
This chapter deals with organizational capital and processes for innovation from a marketing and knowledge management perspective. Knowledge has frequently been identifi ed as a crucial enabler for innovation (e.g. Bounfour, 2003; Drucker, 1985; Hanvanich et al., 2003; Ichijo, 2002). At the same time, marketing affairs are one of the most knowledge-intensive functions of a corporation, and marketing processes like customer relationship management/customer knowledge management and new product development are very closely related to innovation (cf. e.g. Gibbert et al., 2002; Kohlbacher, 2007; Leonard, 1998; Nonaka and Takeuchi, 1995). Speaking from the knowledge-based view of the fi rm (e.g. Nonaka and Toyama, 2005), which sees knowledge and competencies as decisive foundations for the performance and abilities of organizations, and building on Kohlbacher’s (2007) framework of knowledge-based marketing, this chapter presents and analyzes the organizational process of marketing knowledge co-creation for generating innovation.
