Knowledge alliance in training for innovation: the case of EU funded TACIT project

Purpose - This paper is based on an on-going Erasmus+ Knowledge Alliance project on training for innovation and entrepreneurship. In this project we focus on studying 'tacit' knowledge as an 'ability to act' and in the case of innovation and entrepreneurship to 'develop the ability to realise value creation from good ideas'. The consortium consists of industrial partners (Lego, Lufthansa, BMW, Nokia Networks, AachenMunchener, Torbay Hospital) and academics (University of Exeter, University of Southern Denmark, RWTH International Academy, Leipzig Graduate School of Management) who share a concern with the question of how do we improve on current innovation management and entrepreneurship teaching, coaching and training? Design/methodology/approach - We are exploring novel modes of teaching including the following (each has a respected pedagogical foundation and has been tested in pilot form): storytelling; peripatetic learning; futures-based learning; entrepreneur laboratory; innovation theatre; design making; innovation games, and project-based learning. It is a three-year project and in this paper we share our experience around the issues of how a knowledge alliance between universities and industrial partners can be fully integrated to co-create methods that for both training companies' employees and teaching students. We describe about developing methods as well as growing a knowledge alliance. Originality/value - In the project we don't aim much at designing a new curriculum rather taking the important elements of existing programmes and focusing on exploring more effective delivery mechanisms. In particular we are trying to capitalise on the shift in thinking towards new modes of training and we are exploring pedagogies that develop the individual's ability to face and adapt to the innovation and entrepreneurship challenge. We see that learning in times of constant change increasingly challenges educational institutions and business organizations alike. In contrast to past decades, knowledge has become more complex, contexts change faster and knowledge is required in different contexts at the same time. Memorizing information and applying established methods within single fields is not sufficient anymore where problems span cultural and functional boundaries. Practical implications - In terms of the wider benefit to enterprises across Europe, we recognise that innovation lies at the heart of what they do, from the initial stages of start-up through to the difficulties of building on their original ideas and developing new offerings, improving their processes and opening up new markets. The challenge of establishing a healthy business able to repeat the innovation trick and deliver a steady stream of change depends not on luck but on the ability to understand and enact innovation. This requires learning and capacity building around entrepreneurship skills.