Organizational Knowledge Innovation Management: Leveraging Organizational Shared Mental Models

Abstract

This study explores the role of organizational shared mental models in knowledge innovation management within organizations. Drawing upon insights from organizational psychology, knowledge management, and innovation studies, we investigate how shared mental models among organizational members influence the generation, dissemination, and application of innovative ideas and knowledge within the organizational context. Through a mixed-methods approach incorporating qualitative interviews and quantitative surveys, we examine the mechanisms through which shared mental models facilitate collaboration, creativity, and problem-solving, ultimately driving organizational innovation. Furthermore, we explore the managerial implications of nurturing and leveraging shared mental models to enhance knowledge creation, transfer, and utilization processes. The findings of this study offer practical guidance for organizational leaders and managers seeking to cultivate a culture of innovation and knowledge sharing within their organizations.