Knowledge Management Strategy for Achieving Innovation-Driven Knowledge-Cum-Values Behaviour

Chapter provides a new non-technological innovation tool to make employees’ behaviour more creativity- and innovation-driven. Knowledge management is too one-sided; it needs requisite holism/wholeness by interdependence with values management into knowledge-cum-values management based on creativity-based well-being. If practicing requisite holism, the key stockholders’ knowledge-cum-values management supports knowledge-cum-values innovation-driven business policy making. Unlike knowledge management the knowledge-cum-values management-based innovation process leads to 52 types of innovations. Social responsibility supports knowledge-cum-values management supported by human resource management, which results in creativity-based well-being. Knowledge-cum-values management and creativity-based well-being are easier to attain with the integral management approach, e.g. the MER model of integral management, and the application of systemic behaviour, e.g. the Dialectical Systems Theory, via social responsibility principles in ISO 26000. This research is limited to enterprise governance and management process and discusses its general interdependence with the enterprise’s basic realization and information processes. Governors/managers who separate knowledge management and values management fail to attain requisite holism. Practitioners should use knowledge-cum-values management and social responsibility replacing their usual one-sidedness resulting from their usual over-specialization. Results are more innovative employees and enterprise’s success. The proposed novel requisitely holistic model includes social responsibility and leads towards human integrity, innovativeness and creativity-based well-being, hence happier people and more successful enterprises.