Cogent Business & Management

This Special Issue is intricately linked with the IFKAD 2024 conference (www.ifkad.org). Please note that acceptance of papers is contingent upon the submission of a certificate of attendance to the IFKAD conference, a mandatory requisite. Please note that the IFKAD conference allows for virtual presentation.

In the evolving landscape of organizational dynamics, the convergence of knowledge management, innovation, and organizational resilience unfolds across diverse thematic tracks, each offering unique insights into the intricate fabric of contemporary workplaces. Within the realm of Managing Knowledge and Innovation for Human-Centric Organizations (Track 06), the imperative lies in shaping organizational culture to foster innovation. From cultivating employee engagement and establishing human-centric workplaces to driving management innovation, a cohesive approach underscores the significance of knowledge management as the linchpin for seamlessly shared insights.

In parallel, the culture emanating from FabLabs and Makers (Track 15) is a crucible of hands-on collaboration, democratizing knowledge and innovation. DIY innovation within these spaces mirrors the democratization of technology, while the educational dimension imparts critical skills for translating ideas into tangible innovations. Bridging the gap between theoretical knowledge and practical application, this track illuminates the pivotal role of knowledge and innovation in the development and success of FabLabs.

Innovative Ways to Knowledge Transfer in and among Higher Education Institutions (Track 19) navigates a paradigm shift in higher education, where strategic and project management intersect with innovation. This track explores the integration of knowledge and innovation into education, shaping a culture of continuous learning. Simultaneously, innovation management within higher education institutions becomes a conduit for cultivating future thought leaders.

Within the domain of Organizational Behavior and Knowledge Management (Track 25), the symbiotic relationship unfolds as organizational culture influences knowledge management strategies. Adapting to organizational change necessitates understanding employee behavior for optimal knowledge utilization, establishing a foundation for fostering innovation and resilience.

The advent of the "ordinary" way of managing work performance, epitomized by New KM Tools and Methodologies (Track 28), requires innovative approaches amid smart working and environmental complexity. Emerging tools become crucial for enhancing organizational competitiveness, reflecting an adaptive response to contemporary work dynamics.

Navigating the post-pandemic terrain, Telework and Coworking (Track 36) introduce novel challenges and opportunities. Understanding telework dynamics is pivotal for effective knowledge management, necessitating innovative approaches. This track delves into the intricacies of managing knowledge in hybrid work models, spotlighting the strategic imperative for innovation in telework environments.

In understanding Knowledge about the Customer (Track 02), the nexus of customer knowledge and organizational value emerges. Crafting exceptional customer experiences and fostering co-creation becomes central to driving innovation and leveraging customer interactions for sustained organizational value.

Stakeholder Engagement (Track 14) emerges as a pivotal force in facilitating knowledge flows, driving innovation through networks and indirect relationships. Stakeholder engagement becomes a conduit for open innovation, creating a symbiotic relationship that fosters resilience and adaptability.

Finally, Knowledge Translation and Innovation (Track 30) become paramount mechanisms in organizational settings. Strategies for knowledge translation, coupled with coordination and integration, underscore the centrality of knowledge management in fostering a culture of innovation.

This integrated exploration across tracks offers a panoramic view for academic audiences, inviting nuanced inquiry into the interplay of knowledge, innovation, and organizational resilience in contemporary contexts.

 

We invite scholarly contributions that delve into the theme of "Innovation and Knowledge for Improving Organizational Resilience." Manuscripts should explore the intersection of innovation, knowledge, and organizational resilience, addressing critical aspects.

All submitted manuscripts will undergo a rigorous peer-review process. Please ensure compliance with the journal scope and author submission instructions available on the journal's website.

Potential Topics for Submission:

1. Managing Knowledge and Innovation for Human-Centric Organizations
2. FabLabs and Makers: What Role Have Knowledge and Innovation on Their Development and Success?
3. Innovative Ways to Knowledge Transfer in and among Higher Education Institutions
4. Organizational Behavior and Knowledge Management
5. New KM Tools and Methodologies in Light of this New "Ordinary" Way of Managing Work Performance
6. Telework and Coworking in Postpandemic Times: New Challenges for the Management of Knowledge
7. Knowledge about the Customer and Creating Company’s Market Value
8. Stakeholder Engagement as Source of Exchanged Knowledge
9. Knowledge Translation and Innovation in Organizational Settings: Coordination and Integration Mechanisms
   

We invite scholars, researchers, and practitioners to contribute their original research, theoretical explorations, and empirical studies to this Special Issue, enriching the discourse on innovation, knowledge, and organizational resilience. When submitting, select the title of this Special Issue.

Relevant dates:

• 9 September 2024 – Submission deadline for Cogent Business & Management
• 10 October 2024 – First review process
• 10 December 2024 – Acceptance and publication

Instructions for AuthorsSubmit an Article