Academic literature on the topic 'Knowledge management; Value creation; Intellectual capital'
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Journal articles on the topic "Knowledge management; Value creation; Intellectual capital"
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VORAKULPIPAT, CHALEE, and YACINE REZGUI. "Value creation: the future of knowledge management." Knowledge Engineering Review 23, no. 3 (2008): 283–94. http://dx.doi.org/10.1017/s0269888908001380.
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AbsractThe paper provides a review of knowledge management (KM) literature with a focus on recent value creation trends of the KM discipline. The review spans a large spectrum of KM research ranging from the ‘soft’ (socio-organizational) to technical dimensions of KM, published in the academic and trade literature. An interpretive stance is adopted so as to provide a holistic understanding and interpretation of organizational KM research and models. Value creation is grounded in the appropriate combination of human network, social capital, intellectual capital, and technology assets, facilitated by a culture of change. It is argued that to be effective organizations need not only to negotiate their migration from a knowledge sharing to a knowledge creation culture, but also to create sustained organizational and societal values. The latter form the foundation of the proposed ‘knowledge value creation’ concept and represent key organizational and societal challenges faced by modern organizations.
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Karunarathne, W. V. A. D., S. S. Weligamage, and W. A. D. K. J. Wanigasekara. "The Mediating Effect of Knowledge Management on Intellectual Capital and Value Creation: Evidence from Sri Lanka." Kelaniya Journal of Management 12, no. 2 (2023): 53–73. http://dx.doi.org/10.4038/kjm.v12i2.7721.
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This paper aims to investigate the impact of Intellectual Capital on Value Creation mediated through Knowledge Management in Sri Lankan companies. The ‘static’ and the ‘dynamic’ aspect of knowledge and the theoretical models, which are based on the relationship between Intellectual Capital and Knowledge Management forced the authors to address this research problem. The study was based on the top corporate personnel’s views collected through a self-administered questionnaire. Out of 297 Public Listed Companies listed on Colombo Stock Exchange and 517 private companies registered in Ceylon Chamber of Commerce, 263 companies were selected as the sample. Value creation was measured through both non-financial value drivers and financial value drivers, which was an innovative feature of this study. The data was analyzed using multivariate analysis through Partial Least Square Structural Equation Modeling. The findings confirmed a partial mediation of knowledge management. Further, findings revealed a significant and positive impact of intellectual capital on value creation and a significant positive impact of intellectual capital on knowledge management. The impact of knowledge management on value creation was also a significant positive one.
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Rastogi, P. N. "Knowledge management and intellectual capital as a paradigm of value creation." Human Systems Management 21, no. 4 (2002): 229–40. http://dx.doi.org/10.3233/hsm-2002-21402.
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Any enterprise can potentially grow profitably through its management of knowledge for intellectual capital. For this purpose, it however, needs to craft an innovative and viable design of its business system. A business system design (BSD) comprises a dynamic architecture which is isomorphic across firms in space and time. A dense dynamic nexus of social capital, human capital and knowledge management – the knowledge management nexus (KMN) – forms the core of BSD. KMN continually rationalises and revitalises the BSD. An inclusive concept of knowledge spectrum as the quintessential resource for value creation is elaborated briefly in terms of its dynamic configuration. A firm's intellectual capital (IC) is seen as the resultant of its KMN. IC represents a firm's meta-capability toward overcoming challenges and exploiting opportunities in its continual pursuit of value creation. A synoptic overview of the KM-IC paradigm is outlined. It provides mental firepower to radically rethink businesses as experiments and exercises in value creation.
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Roberto, George Godinho da Costa, and Francisco de Carvalho Rezende José. "Strategic alignment of knowledge management and value creation: implications on to an oil and gas corporation." RAUSP Management Journal 53, no. 2 (2019): 241–52. https://doi.org/10.1016/j.rauspm.2017.11.001.
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The research explores and describes if and how the patterns of value creation of a Brazilian state-owned corporation from the oil and gas industry are reflexes of the subjects’ perception on strategic alignment of knowledge management. The design adopts data obtained through a survey applied to Knowledge Workers — employees assigned as internal consultants — of Petróleo Brasileiro S.A. (PETROBRAS) and the study development uses parametric and non-parametric statistics and multivariate analysis. The findings indicated that the subjects perceive the strategic alignment of the knowledge management from three different points of view, with reflexes in the perception on the corporate value creation: the balanced profile — extraordinary corporate value creation — the adjusted profile — moderate value creation — and the misaligned one — unsatisfactory value creation. © 2018 Departamento de Administrac¸ao, Faculdade de Economia, Administrac ˜ ¸ao e Contabilidade da Universidade de S ˜ ao Paulo – FEA/USP. ˜ Published by Elsevier Editora Ltda. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/)
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ALLALI, manal, Meryem BEKKAI, KHALDI Mohamed Amine EL, HALOUI Chaimae EL, and MOUTAOUKIL Chaimae EL. "Intellectual capital management: Intellectual capital in different fields and its components." International Journal of Applied Management and Economics Volume 02, Num 01 (2021): 001. https://doi.org/10.5281/zenodo.7798870.
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<strong>Abstract</strong> The purpose of our article is to definethe concept of intellectual capital, to talk about its history, its models of measurement, the components that characterize it, its impact on organizations, and lastly how it is manifested in different fields and its relationship with knowledge management , that is all to highlight its importance in an economy dominated by the creation and diffusion of knowledge, since the role of intellectual capital is indelible, especially with the increase in overall corporate investment in IC - and because of its economic characteristics, notably its intangible nature, itss value inscreased, it also has characteristics that are, by definition, growth-enhancing, and permit to establish evidences of a link between investment in this intellectual capital to growth and changes in productivity. <strong>Keywords</strong> Intellectual capital, intangible assets, knowledge management, measurement
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Janik, Henrietta, Zsuzsanna Tassy, and Zsuzsanna Éva Naárné Tóth. "Impact Assessment of Intellectual Capital on Value Creation in Higher Education." Polgári szemle 19, no. 4-6 (2023): 244–53. http://dx.doi.org/10.24307/psz.2023.1218.
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In the realm of higher education, the pivotal role of intellectual capital in fostering value creation has become increasingly pronounced. Intellectual capital, encompassing the collective knowledge, skills, and innovative capacities of individuals within academic institutions, serves as a catalyst for transformative advancements in education and beyond. As the global landscape evolves with rapid technological and societal changes, the significance of intellectual capital in shaping the trajectory of higher education has never been more crucial. This article delves into the multifaceted dimensions of intellectual capital and its profound impact on value generation within the sphere of higher education. By exploring the intricate interplay between knowledge acquisition, innovation, and institutional development, we aim to illuminate the dynamic and evolving nature of intellectual capital as a driving force behind the continual evolution and enhancement of higher education. Based on the changes observed in organizational/institutional value creation, this literature review deals in detail with the need for conscious, effective and efficient management and development of intellectual capital, which is inconceivable without real and reliable information about the resources subject to management.
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SHerzod, Ismoilovich KHudoynazarov. "THE IMPACT OF THE VALUE CREATION MODEL ON INVESTING IN THE INTELLECTUAL CAPITAL OF THE ENTERPRISE." TJE - Tematics journal of Social Sciences 10, no. 7 (2021): 11–19. https://doi.org/10.5281/zenodo.5555727.
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<strong>Abstract.</strong> In modern management theory, intellectual capital is regarded as one of the key sources of a company's competitive advantage; it includes formalized knowledge and human capital that form the consumer value of companies in the long term. The authors of this article investigate a significant factor that determines the strategy of investing in intellectual capital in order to support effective management decisions - this is a value creation model. Theoretical analysis has shown that the organization's value creation model can have a significant impact on the processes of attracting financial and organizational resources to intellectual capital, defining supporting, transforming or network strategies. Management practitioners can use the results when planning investment programs and analyzing promising areas for investing financial resources.
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Ouechtati, Sana, and Samir Mellouli. "Knowledge Management and Value Creation: Evidence from Tunisian Companies." Business and Management Horizons 6, no. 1 (2018): 73. http://dx.doi.org/10.5296/bmh.v6i1.12621.
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Knowledge management is considered as a way to well manage the intellectual capital of the company. The remarkable importance of knowledge management is reflected in the growing importance of its place in the world of economics. The objective of this paper is to study the impact of knowledge management on the different types of value creation such as economic, social, institutional and instrumental. To achieve this goal, we used a quantitative study of 35 Tunisian companies operating in different sectors. The empirical results of the exploratory analysis show that knowledge management has a significant impact on both economic value. On the contrary, it has a mixed impact on both social value.
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Naixiao, Zhu, and Ding Zhuoqi. "Research on Emotional Intelligence Management Based on the Intellectual Capital Business Model." International Journal of Asian Business and Information Management 3, no. 2 (2012): 53–61. http://dx.doi.org/10.4018/jabim.2012040105.
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With the development of globalization and knowledge economy, intangible assets have become more important in competition. The practice of the intellectual capital business model in Chinese enterprises is an important source for innovation and lets Chinese enterprises get sustainable competitive advantage. In this paper, the authors take K group as an example, and analyze methods of EI management, which has improved employee motivation in innovation. The authors also use empirical analysis to validate the positive correlation between the emotional intelligence (EI) of core staff and job performance. With the development of knowledge economy and corporate strategy theory, knowledge management has taken an important role in the competition and intellectual capital (IC) has become the source of value creation. Intellectual capital business model is a description of the intellectual capital operation, the better mode of operation, the higher and greater value of intellectual capital. As such, intellectual capital is becoming an essential business component; the application of intellectual capital business models increases economic efficiency and enhances competitiveness.
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Sundac, Dragomir, and Irena Fatur Krmpotić. "MEASUREMENT AND MANAGEMENT OF INTELLECTUAL CAPITAL∗." Tourism and hospitality management 15, no. 2 (2009): 279–90. http://dx.doi.org/10.20867/thm.15.2.11.
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Modern companies work in the conditions of so called New economy, where the knowledge becomes the basic economic resource. Traditional resources as land, capital and labour are determined by diminishing returns; knowledge instead is connected with increasing returns. Knowledge that can be used in the company for creating value represents the intellectual capital. By measuring intellectual capital, company can manage it. This paper shows concise overview of used methods for measuring intellectual capital. Authors measured intellectual capital in four companies in Croatia using Calculated Intangible Value (CIV) as a method. Results of measuring intellectual capital are complemented with traditional financial ratios. However, intellectual capital statement gives real outlook in competitive advantage of certain company. Every modern company should measure its intellectual capital value and report it as a supplement to traditional balance sheets.
Dissertations / Theses on the topic "Knowledge management; Value creation; Intellectual capital"
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Massawe, Pascal A. J. "A framework for critical evaluation of strategies for value creation within knowledge-driven organisations." Thesis, Coventry University, 2012. http://curve.coventry.ac.uk/open/items/64c3d05b-cddc-478d-948e-bc96856ee6b3/1.
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Technological breakthroughs experienced globally have opened new avenues of opportunities; creating a virtual environment that transforms and changes businesses, organisations, social, economical and political landscapes. Such a wave of change affects all walks of life as internet connectivity gives the web a presence that engulfs workplaces and other organisational settings. In maintaining competitiveness, organisations strive to use knowledge to create value in the challenging new environment. The study aimed to develop a framework that will be used for the critical evaluation of strategies for value creation within knowledge-driven organisations using available resources. The research used mixed methods in two case studies; the first for developing a conceptual framework and the second for critiquing it. Through a literature review and observation at AB institute main venue, case study 1 identified crucial intangibles for creating value. Knowledge workers (academics and non-academics) were the study participants in primary research that used indepth interviews and questionnaires to collect data. Over four phases, the study unfolded to three neighbouring institutions for a wider representation. All the institutions covered in case study 1 were within the higher learning industry. The data were analysed and the findings revealed six features and six themes in two separate models, which formed the conceptual framework. The framework models were denoted as part A and B. Part A: the organisational Critical Evaluation of Strategies for Value Creation xv perspective shows the context within the features: ‘knowledge flow, departments, new entrants, dynamic, recognition and the deliverables’. The individual global perspective forms part B with the themes: individual commitment, emotional capital, proactive environment, workplace interaction, value creation process and endless global connectivity. The four phases of the research process in case study 1 eased data collection, in triangulation for the convergance of evidence which produced the conceptual framework. Case study 2 started in the UK and later in Tanzania was designed to critique the conceptual framework, the outcome of case study 1. Knowledge workers comprising ‘academics and non-academics’ from higher learning and other organisations formed the participantsin the 57 in-depth interviews of which had data collection under the instrument based on informed consent and confidentiality. Using mixed methods the data were analysed and findings presented as a condensed ‘qualitative knowledge’ of themes and features in ‘focused codes’ as a matrix to merge the models of the framework. The findings suggest that the framework will enhance understanding as a guide to unleash and create value; a lens for both decision makers and knowledge workers to use action research in endeavour to seize opportunities and initiatives for creating value through existing practices. It is a guide to harness ideas from interconectivity changing them into workable realities. The main contribution of the research is the developed framework and body of knowledge from the primary research findings of case studies 1 and 2.
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Conradie, Pieter Jacobus. "Knowledge management as a sustainable competitive advantage in the steel industry / Pieter Conradie." Thesis, North-West University, 2010. http://hdl.handle.net/10394/4806.
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The aim of this study is to conduct a thorough theoretical study on the relevant
aspects involved in knowledge management and organisational learning, and to
assess the maturity level of knowledge management within the South African steel
industry.
Various aspects of knowledge, knowledge management and organisational learning
with specific relation to sustainable competitive advantage are discussed in the
literature study. During the literature research several factors which either promote or
hinder the effective management of knowledge were identified and a list of lessons
learned by other successful knowledge focused companies, are discussed. The
critical success factors for a successful knowledge management program are also
discussed.
Knowledge can create a sustainable competitive advantage within an organisation, if
successfully applied to make value adding decisions and to enable learning, and if it
is applied to make decisions which are superior to that of its rivals across the supply
chain. An integrated approach needs to be followed when KM is pursued and the
knowledge must be applied to make value added decisions and facilitate learning
across all processes in the value chain. The focus must be to retain an
organisation’s tacit knowledge as this is a key success factor to ensure a
sustainable competitive advantage. The study includes research on whether knowledge management is effectively used
as a sustainable competitive advantage in the South African steel industry. The
maturity level of the application of knowledge and learning principles implemented
within the South African steel industry is assessed and compared to the maturity
level of ArcelorMittal, Monlevade, located in Brazil. A survey was designed and
distributed to determine the knowledge management and organisational learning
maturity levels at two steel facilities of ArcelorMittal in South Africa and one facility in
Brazil.
The key problem areas as identified through the empirical research are discussed
and it is concluded that South African facilities do not effectively use knowledge
management as a sustainable competitive advantage. The maturity level of
knowledge management in ArcelorMittal, South Africa is low compared to the
maturity at Monlevade and rival companies such as Tata and Posco steel.
A significant effort needs to be made in order to allow the effective creation,
acquisition, sharing and leveraging of knowledge within the South African steel
facilities. The key factors which constrain effective knowledge management is
related to ineffective Human Resource policies, organisation structure, lack of
knowledge exchange forums, collaboration and communication, coaching, and a lack
of incentives to share tacit knowledge.
It is also evident that knowledge is not seen as a sustainable competitive advantage
by many respondents and that they perceive they do not have the time or capacity to
transfer knowledge. Ten practical design principles were constructed and a
knowledge management framework was developed to guide South African steel
companies during the design and execution of a knowledge management
programme which will ensure that knowledge management will result into a
sustainable competitive advantage.<br>Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.
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Durell, Karen Lynne. "Corporations and intellectual assets : a case of being blinded by the economic value." Thesis, McGill University, 2004. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=82659.
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Corporations appear to be mesmerized by the revenue value of intellectual assets to the exclusion of other attributes thereof. Moreover, empirical evidence suggests that corporate lawyers share this perception, primarily conceptualizing of intellectual assets as a means of generating corporate wealth. This over-promotion of revenue value has wide ranging effects. Specifically, this example of willful blindness on the part of corporations and corporate lawyers is a potential stumbling block for the appropriate utilization of corporate intellectual assets as well as the development of intellectual property regimes and academic discourse. These negative effects stem directly from the misguided corporate perception of intellectual assets as primarily revenue value.
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Nguyen, Thuan L. "Assessing Knowledge Management Values by Using Intellectual Capital to Measure Organizational Performance." NSUWorks, 2016. http://nsuworks.nova.edu/gscis_etd/986.
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Measuring knowledge management performance was one of, if not the most challenging knowledge management activities. This study suggested using intellectual capital as a proxy for knowledge management performance in evaluating its impact on organizational performance. The Value Added Intellectual Coefficient model was employed to measure intellectual capital. Although being used widely in research, the model had its limitations. Also, for intellectual capital measurement, there was a lack of guidelines supported by empirical evidence or best practices. The present study aimed to test the classic and a modified version of this model, and based on the results, shed light on whether the classic version was good enough or the modified one should be highly recommended. The financial fundamental and market data of 425 randomly selected publicly listed firms were collected, and the structural equation modeling technique was employed to test the models. Chi-square difference test was performed to determine whether there was a statistically significant difference between these two models. The results of the tests indicated that the difference between them was insignificant. Therefore, it was concluded that the classic model is adequate, and it can be used effectively to measure intellectual capital. Adding two new efficiency elements – research and development efficiency and relational capital efficiency – in the model did not provide any significant benefit.
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Alwis, Dee. "The role of intellectual capital in organisational value creation : an application of a theoretical model to two case studies." Thesis, Brunel University, 2004. http://bura.brunel.ac.uk/handle/2438/5068.
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The research in this thesis focuses on the intangible resources of organisations. Intangible resources include an organisation's collective knowledge and learning, leadership talent, the values that shape its culture, routines and processes and the collaborative relationships. These intangible resources are known as intellectual capital (IC) because they support organisational activity along with financial and physical capital. Previous research has classified IC into three principle components of human, organisational and relationship capital and has established a link between IC and organisational value. Recent studies have also emphasised the notion of interrelationships between the three components of intellectual capital in developing capabilities that drive value creation. Yet it is often unclear how the various elements interrelate to one another to generate organisational value. This thesis investigates how IC contributes to organisational value creation. Central to this research is the examination of the mechanisms through which IC factors are integrated within organisations in order to develop capabilities. As innovation is widely agreed to be a determinant of organisational value creation, this research adapted and extended the model of intelligence and innovation proposed by Glynn (1996) to develop a comprehensive theoretical framework for empirically examining the synergistic effects of IC. Building upon four major theoretical streams: resource-based view of the firm, innovation theory, intellectual capital theory and organisational capabilities, this research has elaborated the ideas and constructs presented in the original model and de-contextualised them to an intellectual capital perspective. A qualitative, interpretive approach was applied to two in-depth case studies for investigating the intangible resource-base of two knowledge intensive companies. The results were then expanded to a cross-case context in order to compare and contrast the value creating potential of the IC factors. The findings of this research are presented in the form of a descriptive framework that classifies the characteristics of a value creating process. The purpose of the framework is to provide pointers for identifying IC resources and developing capabilities in a way that provides an organisation with sustainable competitive advantage, and thereby, value.
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Dani, Mercedesz, and Johanna Sterner. "Management & Valuation of Intangible Assets in Swedish Holding Companies : An integrative model on how Swedish holding companies assess, evaluate and manage their intangible assets to maintain old and create new knowledge within their subsidiaries." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-36557.
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Background: Companies operate in a dynamic and challenging business environment with a constant battle to become and stay competitive and achieve sustainable growth. The business environment has transformed rapidly in the past decade due to major globalization and internationalization processes, which have created a demand for mapping and understanding business value and core competences. Parting from the traditional, the focus within companies and research is shifting from tangible assets to human capital, such as knowledge, as the primary competitive resource. Knowledge is a concept that is both complex and volatile. Knowledge emerges and develops through processes of each individual and also from individuals merging together into groups – making it hard to manage. Sadly, without proper management of such resources and processes, it is competitive advantage cannot be exerted. Nowadays, most companies can be identified as knowledge intensive firms, where competitive advantage is related to the ability to create and apply new knowledge through mergers and acquisitions. For about 3 decades, researchers, governments and companies have been trying to develop methods to evaluate and measure intangible assets, but there is a lack of research on how it is done in reality. Purpose: The purpose of the study is to investigate Swedish holding companies’ approach to working with intangible assets, primarily knowledge; investigating the way it is leveraged and used in the holding structure to create knowledge as a competitive resource across the entire corporation. Method: A qualitative research is used with a sample of 10 Swedish holding companies varying in size, structure and sector in order to test a proposed integrative model formulated on theory. Purposive sampling is used for participant selection based on personal networks. Conclusion: Firstly, we found that the majority of the Swedish holding companies do not have a method for evaluating intangible assets in general. In the event of mergers and acquisitions, on the other hand, human capital is emphasized as a main factor for decision making. From the managerial point of view, there is an elevating need for developing a systematic approach to assess human capital when acquiring new subsidiaries, primarily in order to understand the value and context of knowledge. Secondly, Swedish holding companies have internal structures and work-approaches to identify key persons within the newly acquired subsidiaries and transfer their knowledge to the mother company. Furthermore, they try to maintain and create knowledge by investing on education and leadership, but in general, knowledge management is done subconsciously. Therefore, the general finding of this research is that the concept of knowledge management is in the beginning of its lifetime and there is a clear need to put more managerial emphasis on restructuring processes.
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Mason, Cecily Jane, and cecilym@deakin edu au. "Virtual Communities of Enterprise Value Creation Potential for Regional Clusters." Deakin University. Management and Marketing, 2008. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20090129.152913.
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Governments around the world have pursued ICT based initiatives including the provision of infrastructure to assist regional areas to develop economically (Beckinsale et al. 2006). There has been considerable interest in exploiting ICT to develop high technology clusters and support innovative networks (Lawson & Lorenz 1999). However, these initiatives have met with mixed success. It is clear that such development depends on more than providing appropriate technology Attention to social and organisational factors is crucial if regional areas are to realise the potential of ICT as a tool for regional development (Gengatharen & Standing 2005). It is important to understand the nature of business networking as well as the perspective of those participating in such networks if successful initiatives are to be established. The aim of this research is to identify how ICT can be used for knowledge sharing among businesses in regional areas and how the online networks through which knowledge is shared can contribute to the development of the region.
This research investigates the question of what value small businesses in those regions derive from knowledge sharing networks using ICT. It also seeks to identify the value creation potential of those networks for their region. Previous research has shown that large organisations have achieved significant value from virtual communities of practice (VCoPs) as a structure for sharing knowledge and supporting innovation (Wenger 2004). The concept of Communities of Practice and Virtual Communities of Practice provided a useful point of departure for this research.
The investigation comprised interpretive case studies of two Australian regional areas and their local business networks which incorporated SMEs in a variety of industries. Each case study was conducted in three stages. First, semi-structured interviews were conducted with regional economic development leaders. Second, 192 small and medium business owners were surveyed about their business activities and their participation in local business networks. Third, in-depth interviews were conducted with 23 small business owners to gain a richer understanding of their participation in knowledge-sharing networks and the value they realised or anticipated from various knowledge-sharing activities. A combined analysis of the two cases was conducted as well as the individual analyses. The research adopted a modified Structured Case method (Carroll & Swatman 2000).
The analysis of the two case studies revealed:
a.) There was a significant difference between the majority of SMEs who traded within the region and those trading largely beyond the region. The latters more proactive online sharing knowledge and seeking of business opportunities would enable them to access most value from VCoEs.
b.) The participating SMEs operated in a number of industries and what they had in common was an interest in improving their enterprises. Consequently they used their regional networks which were not aligned to any one industry to make connections and share knowledge. They did not necessarily seek to access specific information.
c.) A necessary prerequisite of VCoEs is having vibrant CoEs where face-to-face interaction enhances the development of trust and social capital. This appeared as an important factor facilitating the move to incorporate online knowledge sharing.
d.) Younger businesses appeared to gain the most value from knowledge sharing in CoEs as they were using their networks to determine how to grow their firm.
e.) The value of VCoEs to the SME participants is primarily in their general connection to other businesses in the region. Since the participants operate in a number of industries, what they have in common is an interest in their enterprises. The main value appears to come from the potential of the VCoEs to add to this connection and to social capital.
This study found that successful management of VCoEs must:
i) Ensure the network website is actively used by members before attempting to incorporate online knowledge sharing.
ii) Monitor and stimulate online forum interaction rather than rely on interaction to occur naturally.
iii) Not rely on email as a mechanism for stimulating knowledge sharing. Email is seen as more appropriate for formal documentation than for candid exchange of views.
The concept of virtual communities of practice was found to be somewhat inappropriate for the diverse SMEs in the regional networks. Because of their diversity, they do not necessarily see value in sharing knowledge about practice but they do see value in sharing more general information and in providing support, connection and ideas that facilitate the strategic direction of their business. To address this issue, the concept of virtual communities of enterprise (VCoEs) is proposed as recognition of what the participating SMEs had in common: an interest in their individual businesses as part of the region.
The original contribution of this research consists of its identification of the issues in linking SMEs across industries. It provides new insights on the business practices of regional SMEs and developed the concepts of Community of Enterprise (CoE) and Virtual Community of Enterprise (VCoE) to capture the special nature of knowledge sharing in regional multi-industry business networks. New perspectives are revealed on the ways that value could be derived from knowledge sharing by these regionally networked SMEs, as such it adds to the body of knowledge in an area where there has been little systematic investigation. This research reinforces the importance of social capital as an essential pre-requisite for accessing the value of intellectual capital in regions. Social capital emerges as vital when establishing and maintaining face-to-face knowledge sharing in regional networks and a necessary pre-condition for successfully establishing online knowledge sharing. Trust is a key factor and this research extends understanding of the role of social capital and the importance of trust in regional networks and online interaction. Its findings have significant implications for the development and management of CoEs and VCoEs as it outlines the key elements that need to be addressed when establishing and maintaining them, the appropriate applications for this context and the issues involved in management of the networking and online contexts. These findings not only increase our understanding of the management dynamics of online networks, they can also provide guidance to those seeking to establish successful VCoEs.
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Arvidsson, Mikaela, and Frida Wilenius. "Värdet av investering i kompetensutveckling : En fallstudie på GKN Aerospace Sweden AB, en högteknologisk tillverkningsindustri." Thesis, Högskolan Väst, Avd för företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-6597.
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Personalen är företagens viktigaste tillgång är ett vanligt förekommande uttryck och kompetens anses idag utgöra en förutsättning för goda resultat och framgång (Björklund & Holmqvist, 1999; Johansson & Johrén, 2011). Det kan dock vara svårt att konkretisera ökade kunskaper i samband med utbildning, vilket kräver en diskussion angående hur verksamheten och medarbetare påverkas. Få organisationer har idag strukturerade system att spåra och upptäcka det värde och de positiva effekter som en investering i kompetensutveckling kan medföra (Chong et al., 2000). GKN Aerospace Sweden AB arbetar aktivt med ett utbildningsverktyg för kompetensutveckling som benämns "Training Days". Syftet med dessa utbildningsdagar är att med hjälp av interna lärare utbilda personalen för att höja kompetensnivån och för att uppmuntra till kunskapsutbyte. Syftet med studien är att ta fram en föreslagen beräkningsmodell för investering i kompetensutveckling samt undersöka vilka effekter som dessa interna utbildningsdagar ger, både ur ett individperspektiv och ett organisatoriskt perspektiv. Studien består av ett kvalitativt och tolkande synsätt, där metoder för datainsamling utgörs av informantintervjuer och enkätundersökning. Tanken med "Training Days" och interna lärare syftar att alla ska kunna dela med sig av kunskap, då det finns mycket kompetens inom organisationen. Konceptet innebär att medarbetare utbildar andra medarbetare, vilket leder till att företaget "tankar ur" kunskap från nyckelmedarbetare till övriga anställda. Resultatet och slutsatserna från studien visade att kunskapen och informationen från "Training Days" var värdefull och bidrog med att förbättra deltagarnas arbete och ledde främst till mer generell kunskap men även mer fördjupad kunskap. Den modell som valts att appliceras på konceptet är bottom-line vilken enligt Smith (2004) är en modell av utvärderingskaraktär som kompletteras med monetära mått där fokus i metoden ligger på att bedöma effekterna av investeringar på deltagarnivå. Effekterna från dessa utbildningsinsatser anses för medarbetarna vara ökad effektivitet, förbättrad arbetsprestation samt förbättrad arbetskvalitet. Ur ett organisatoriskt perspektiv erhålls en konkurrensfördel då medarbetarna besitter en djup och generell kunskap, samt att det för-modligen har en viss påverkan på företagets ekonomiska resultat och framgång<br>The staff is the company’s most important asset is a common expression and compe-tence is considered today as a condition for good results and success (Björklund & Holmqvist, 1999; Johansson & Johrén, 2011). It can though be difficult to concretize increased knowledge in education, which requires a discussion of how the business and employees are affected. Few organizations today have structured systems to track and discover the value and the positive impact that an investment in competence development may entail (Chong et al., 2000). GKN Aerospace Sweden AB is actively working with a training tool for competence development called the "Training Days". The purpose of these training days is that with the help of internal trainers educate the staff to raise skills and to encourage the exchange of knowledge. The purpose of this study is to develop a proposed calculation model for investment in competence development and to study the effects that these internal training days provide, both from an individual perspective and an organizational perspective. The study consists of a qualitative and interpretive appro-ach, in which methods of data collection consists of informants interviews and a survey. The idea of the "Training Days" and internal trainers aims that everyone can share their knowledge, because there is a lot of expertise within the organization. The concept means that employees train other employees, resulting that the company pass on knowledge of key employees to other employees. The results and the conclusions from the study showed that knowledge and information from the "Training Days" was valuable and contributed to improve the participants’ work and led mainly to more general knowledge but also more in-depth knowledge. The model applied to the concept is the bottom-line which according to Smith (2004) is a model of evaluation character, supplemented by monetary measures where the focus of the method lies in determining the effects of investments on a participant level. The effects of these educational interventions considered for the employees to be increased efficiency, improved job performance and improved work quality. From an organizational perspective obtains a competitive advantage as employees possess a deep and general knowledge, as well as it presumably have some impact on the company’s financial performance and success
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Fialho, Cândido J. Falé. "Gestão do conhecimento: novo paradigma das organizações." Master's thesis, Universidade de Évora, 2002. http://hdl.handle.net/10174/15190.
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Os novos tempos, marcados pela globalização, turbulência e competitividade, apelam a uma nova concepção da economia, exigem novos paradigmas organizacionais e conduzem-nos à era da informação e da gestão do conhecimento. O conhecimento transformou-se no factor estratégico do sucesso organizacional. As organizações necessitam de competências para a promoção do conhecimento e de vantagens competitivas de novas práticas de gestão e de organização do trabalho associadas a processos individuais e colectivos de criação, partilha e disseminação de conhecimento, aprendizagem e inovação. Neste contexto, o estudo destaca as características que moldam a sociedade da informação e do conhecimento, a importância do conhecimento como recurso económico para as organizações e para os países, os processos individuais e colectivos relacionados com a importância do conhecimento tácito e da intuição, a criação, disseminação e uso do conhecimento no seio das organizações, o novo contexto de trabalho e a acção dos agentes do conhecimento, o papel da cultura organizacional e dos sistemas de informação e tecnologias emergentes e, por último, sintetiza algumas práticas e princípios de gestão do conhecimento. O presente estudo identifica, de forma exploratória, e no contexto das Pequenas e Médias Empresas do Alentejo, com o Estatuto de Excelência, as práticas de gestão do conhecimento e o nível efectivo de aproveitamento do conhecimento pessoal e profissional no ambiente organizacional. Assim, e para o grupo de organizações estudadas, foram analisados e são apresentados, entre outros, os seguintes resultados: sensibilidade para a gestão do conhecimento, benefícios e dificuldades da gestão do conhecimento, tipos de conhecimento e suportes utilizados, tecnologias utilizadas e de suporte à gestão do conhecimento, iniciativas e projectos existentes nesta área, conhecimento organizacional procurado e perfil do conhecimento profissional existente, factores inibidores e facilitadores do uso do conhecimento, iniciativas para aproximar o conhecimento existente e procurado e factores estimuladores da gestão e uso do conhecimento organizacional.
/ **** Abstract - The new era, marked by globalization, turbulence and competitiveness, calls for a new conception of economy, demands new organizational paradigms-and directs us to the epoch of information and knowledge management. Knowledge has transformed itself into the strategic factor for organizational success. Organizations need competency for the promotion of knowledge and competitive advantages, new practices of the management and organization of work, associated to the individual and collective processes of creation, share and dissemination of knowledge, learning and innovation. In this context, the study emphasizes the characteristics which mould the information and knowledge society, the importance of knowledge as an economic resource for countries and organizations, collective and individual processes related to the importance of tacit knowledge and intuition, the creation, dissemination and use of the knowledge within the organizations, the new context of work and the actions of knowledge's agents, the role of the organizational culture and of emerging information systems and technologies, and lastly, the study synthesizes some practices and principles of knowledge management. The present study identifies, in an exploratory manner, and in the context of the "Pequenas e Médias Empresas" of the Alentejo, with the Status of Excellency, the practices of knowledge management and the effective level of exploitation of the personal and professional knowledge in the organizational environment. Thus, and for the group of organizations studied, the following results, amongst others, were analyzed and presented: sensitivity for knowledge management, the benefits and difficulties of knowledge management, types of knowledge and support structures used, technologies employed and auxiliary to knowledge management, projects and initiatives existent in this area, the organizational knowledge searched and the profile of existing professional knowledge, restricting and facilitators factors to the use of knowledge, initiatives to approach the existing and searched knowledge and factors stimulating the management and use of organizational knowledge.
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Botha, Antonie Christoffel. "A new framework for a technological perspective of knowledge management." Thesis, Pretoria : [s.n.], 2006. http://upetd.up.ac.za/thesis/available/etd-06262008-123525/.
Full textBooks on the topic "Knowledge management; Value creation; Intellectual capital"
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Varra, Lucia, ed. Dal dato diffuso alla conoscenza condivisa. Firenze University Press, 2012. http://dx.doi.org/10.36253/978-88-6655-177-5.
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At the present time, the tourist destination offers a stimulating laboratory for the experimentation of theoretical models and good practices on the subjects of governance, knowledge management and sustainable competition. Growing interest in the study of this territorial context gains impetus from the new approaches and tools that local administrations are starting to introduce in the phases of implementation and control of local strategies. In this respect, the Tourist Destination Observatory (OTD) represents an important innovation, offering a nerve centre for the aggregation and networking of heterogeneous data scattered over the territory as well as a model for the implementation of permanent approaches to social dialogue as prerequisites for the creation of knowledge and for an aware, shared, competitive and responsible development of the destination. The OTD can act as an efficient agent of local change, facilitating the processes of governance, and as a tool of knowledge management for the valorisation of intellectual capital. It is consequently a crucial support for the strategic repositioning of mountain resorts, which can represent valid responses to the emerging new modes of interpreting the holiday.
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Linzalone, Roberto. Managing Intellectual Capital Dimensions for Organizational Value Creation. Emerald Publishing Limited, 2014.
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Linzalone, Roberto. Managing Intellectual Capital Dimensions for Organizational Value Creation. Emerald Publishing Limited, 2014.
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Szelągowski, Marek. Dynamic Business Process Management in the Knowledge Economy: Creating Value from Intellectual Capital. Springer, 2019.
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Collaborative Capital: Creating Intangible Value (Advances in Interdisciplinary Studies of Work Teams). JAI Press, 2005.
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Knowledge creation and management: New challenges for managers. Oxford University Press, 2006.
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Ichijo, Kazuo, and Ikujiro Nonaka. Knowledge Creation and Management: New Challenges for Managers. Oxford University Press, USA, 2006.
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Ichijo, Kazuo, and Ikujiro Nonaka. Knowledge Creation and Management: New Challenges for Managers. Oxford University Press, 2007.
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Ichijo, Kazuo, and Ikujiro Nonaka. Knowledge Creation and Management: New Challenges for Managers. Ebsco Publishing, 2006.
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Sullivan, Patrick H. Value Driven Intellectual Capital: How to Convert Intangible Corporate Assets Into Market Value. Wiley, 2000.
Find full textBook chapters on the topic "Knowledge management; Value creation; Intellectual capital"
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Pulic, Ante. "The Future of Intellectual Capital in the Era of Artificial Intelligence: Analysis from the Perspective of Value Creation." In Knowledge Management and Organizational Learning. Springer Nature Switzerland, 2025. https://doi.org/10.1007/978-3-031-80197-6_15.
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Pádár, Katalin, and Piroska Harazin. "Links and Evaluation Possibilities of Intangible Value Creation in Organizations: The Importance of Human Resources Management, Knowledge Management, Organizational Learning, and Intellectual Capital (Management)." In Value Creation, Reporting, and Signaling for Human Capital and Human Assets. Palgrave Macmillan US, 2014. http://dx.doi.org/10.1057/9781137472069_3.
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Kianto, Aino, Slađana Čabrilo, and Lina Užienė. "Visionary Intellectual Capital Landscapes: An Invitation for Discussion." In Knowledge Management and Organizational Learning. Springer Nature Switzerland, 2025. https://doi.org/10.1007/978-3-031-80197-6_18.
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Abstract This chapter is an editorial overview and interpretation of the most critical topics concerning future development of intellectual capital (IC) theory, research and practice. Based on the 16 ground-breaking and future-oriented core chapters in this book, we identify eight emerging themes for futurizing the field of IC: 1) the need for multilevel approach towards IC; 2) an examination of IC dynamics; 3) redefining of value and economic models at the basis of IC; 4) a better recognition of sustainability and ethics in IC research; 5) a focus on the role of AI in IC; 6) a renewed emphasis on humans and culture; 7) a focus on non-rational and non-technological aspects of IC; and 8) an interdisciplinary approach towards research. We also compile a list of theoretical and practical highlights to futurizing IC, provided by the authors of the individual chapters in this book. The ideas presented in this chapter contribute to opening up new perspectives for the development of IC theory and practice, and inviting scholars and practitioners to a global and future-oriented discussion on IC.
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Hussinki, Henri, Aino Kianto, Mika Vanhala, and Paavo Ritala. "Happy Employees Make Happy Customers: The Role of Intellectual Capital in Supporting Sustainable Value Creation in Organizations." In Intellectual Capital Management as a Driver of Sustainability. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-79051-0_6.
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Güldenberg, Stefan. "Effective Intellectual Capital Management as the Enabler of Future Value and Success in a Knowledge Economy." In Knowledge Management and Organizational Learning. Springer Nature Switzerland, 2025. https://doi.org/10.1007/978-3-031-80197-6_16.
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Yigit, Fatih. "The Driving Force of Market Value and Financial Performance in Knowledge-Based Business Environment: Intellectual Capital." In Contributions to Management Science. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-72288-3_4.
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Nahapiet, Janine, and Sumantra Ghoshal. "Social Capital, Intellectual Capital, and the Organizational Advantage." In The Strategic Management of Intellectual Capital and Organizational Knowledge. Oxford University PressNew York, NY, 2002. http://dx.doi.org/10.1093/oso/9780195138665.003.0038.
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Abstract Kogut and Zander (1996) have proposed “that a firm be understood as a social community specializing in the speed and efficiency in the creation and transfer of knowledge” (p. 503). This is an important and relatively new perspective on the theory of the firm currently being formalized through the ongoing work of these authors (Kogut and Zander 1992, 1993, 1995, 1996, Zander and Kogut 1995) and several others (Boisot 1995, Conner and Prahalad 1996, Loasby 1991, Nonaka and Takeuchi 1995, Spender 1996). Standing in stark contrast to the more established transaction cost theory that is grounded in the assumption of human opportunism and the resulting conditions of market failure (e.g., Williamson 1975), those with this new perspective essentially argue that organizations have some particular capabilities for creating and sharing knowledge that give them their distinctive advantage over other institutional arrangements, such as markets. For strategy theory, the implications of this emerging perspective lie in a shift of focus from the historically dominant theme of value appropriation to one of value creation (Moran and Ghoshal 1996).
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Giuliani, Marco. "Creating and Destroying Knowledge." In Advances in Human Resources Management and Organizational Development. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4530-1.ch014.
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This chapter develops the discussions about Intellectual Capital (IC) dynamics. More in depth, here IC is analysed in terms both of value creation and of value destruction adopting a temporal lens. The main findings of this study are the following. First, it emerges that the roles of IC in creating and destroying value are not the same and thus there is the managerial need to consider both of them. Second, it emerges that the time-lags related to IC tend to be not monitored but only perceived. Third, IC and FC are perceived to be a “distant” relationship in time (i.e., deferred in temporal terms). Forth, the time-lags related to the value destruction process do not the ones referred to the value creation one.
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Martins, Isabel, Ana Martins, and Orlando Petiz Pereira. "On Trust, Knowledge Sharing and Innovation." In Advances in Human Resources Management and Organizational Development. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4530-1.ch010.
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Organisations continuously innovate, create, and are competitive if they improve their performance through continuous intellectual capital development, a key resource for value creation and organisational performance driver. Apart from sustaining competitive advantage, intellectual capital is increasingly important due to its ability to increase shareholder value, especially in public organisations. Employee learning, talent development, and knowledge creation allow the organisation to generate innovative ideas due to the quickness of knowledge obsolescence. The organisation’s dynamic capabilities create and re-ignite organisational competencies for business sustainability being co-ordinated by well-structured organisational strategic routines ensuring continuous value creation streams into the business. This chapter focuses on the relationship between notions of knowledge sharing and trust in organisations. Lack of trust can impact negatively organisational knowledge sharing, dependent on trust, openness, and communication. The research sample included graduates and postgraduate students from two universities in Portugal. The findings revealed different perceptions according to the age group.
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Matusik, Sharon F. "Managing Public and Private Firm Knowledge Within the Context of Flexible Firm Boundaries." In The Strategic Management of Intellectual Capital and Organizational Knowledge. Oxford University PressNew York, NY, 2002. http://dx.doi.org/10.1093/oso/9780195138665.003.0034.
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Abstract The continued growth of interfirm partnering, from strategic alliances to contingent work use in core value-creation activities to networkbased competition, presents a host of complex issues surrounding how these arrangements affect firm knowledge and, ultimately, firm competitiveness. On the one hand, more porous boundaries present the firm with easier access to public knowledge resident outside of its boundaries. This may facilitate the absorption of external public knowledge and the fusion of this public knowledge with existing private firm knowledge. On the other hand, more porous boundaries may also make it easier for proprietary private firm knowledge to seep out into the external environment. This dissemination may have negative consequences particularly for firms that seek to appropriate supernormal returns from this private knowledge. This chapter focuses on partnering for the purpose of knowledge. Although there are many other kinds of partnering arrangements-such as those dedicated only to marketing or distribution-a limited focus allows for a more detailed analysis of the partnering issues that affect core value-creation activities of the firm. This study aims to provide a navigational chart through the large bodies of research on knowledge and on partnering to outline the issues that inform the competitive implications of knowledge-focused partnering.
Conference papers on the topic "Knowledge management; Value creation; Intellectual capital"
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Li, Jianliang. "Study on Causal Model between Intellectual Capital and Performance on the Basis of Knowledge Value Creation." In 2009 International Conference on Management and Service Science (MASS). IEEE, 2009. http://dx.doi.org/10.1109/icmss.2009.5302336.
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Milijić, Ana, and Andrija Popović. "THE IMPACT OF INTELLECTUAL CAPITAL ON THE MARKET VALUE AND PERFORMANCE OF THE COMPANY." In 5th International Scientific Conference – EMAN 2021 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/eman.2021.319.
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Intellectual capital as a driver of growth and development of technically and technologically intensive companies in the era of knowledge economy is the basic generator of creating superior company performance. The conditions of the “new economy” influenced the change of the business model of modern companies, whereby the identification, measurement, reporting, control and exploitation of the intellectual capital of the company became important in order to maximize the value of owners and other stakeholders of the company. The subject of this paper is to examine the impact of intellectual capital components on the financial and market performance of enterprises. This paper aims to show the degree of connection and direction of movement of financial and market performance of companies in relation to the concentration of intellectual capital in companies.
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Şerban, Octavian. "From Endogenous Growth Theory to Knowledge Economy Pyramid - Comparative Analysis of Knowledge as an Endogenous Factor of Development." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/09.
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The transition from the neoclassical model with exogenous input of technological progress perspective toward R&D model with endogenous growth of knowledge perspective is not completed, but the premises of innovation, research, education, and entrepreneurship push the limits of labour-intensive economy to knowledge-intensive economy, where knowledge is a valuable resource for sustainable growth in the long-run and the role of Intellectual Capital is critical for increasing productivity and competitiveness. By introducing Intellectual Capital in the endogenous growth model, instead of Human Capital, we have the possibility to reflect better the difference between the market value of production and physical value. In the technological era, innovation and research are able to increase the market value comparing with the accounting value. In the 4th Industrial Revolution, this model is able to be changed dramatically if we take into account the possibility of machines to create knowledge through Artificial Intelligence, Internet of Things, new biotechnologies, new materials, and nanotechnology. For this reason, the more important action for the economic processes is to manage knowledge, starting with increased awareness, accurate measurement system, improved taxonomy, dedicated processes, and so on. In such conditions, the equation of growth theory has to be rewritten soon. The purpose of this research is not to provide a silver bullet of measurement Total Factor Productivity (TFP), but to understand better the part of productivity dedicated to the intangible and to validate this approach within the KEP model. Knowledge Economy Pyramid (KEP) is a valuable environment for incubating and accelerate knowledge in the process, as long as KEP model is creating a collaborative environment where the related stakeholders – universities, factories, technology providers, government, administration, local communities, clusters – are working together in order to achieve the objective of increasing productivity and competitiveness.
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Milijić, Ana, Andrija Popović, and Nevenka Vojvodić-Miljković. "Empirical Research on the Impact of Intellectual Capital as a Determinant of the Growth of Market Value of Companies." In Seventh International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/limen.2021.157.
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The development of information and communication technologies and the creation of knowledge bases has resulted in a large number of incremental and radical innovations in various spheres. The condition for the survival of companies in the knowledge economy is to meet the increasingly sophisticated needs of consumers. In order for companies to follow this trend, it is necessary to constantly improve (innovate) their products and/or services and create added value for the consumer, which is a source of creating and maintaining a competitive advantage in the market. As innovations “repose” in the knowledge of individuals, companies invest a significant amount of financial resources in the education of their employees because they represent a part of the intellectual capital of the company. The subject of this paper is the analysis of the relationship between investment in R&D and market cap. The aim is to show how investing in research and development affects the market value of companies.
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Milijić, Ana. "TREATMENT OF INTANGIBLE ASSET ACCORDING TO INTERNATIONAL ACCOUNTING REGULATION." In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.2020.33.
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Rigidity of the financial reporting model in contemporary business conditions the era of the „knowledge economy” influenced the creation of significant differences between the market and book values of companies. Characteristic of enterprises in the „new” economy is the high share of knowledge and other intellectual resources in the structure of total assets, which are at the same time the basic source of competitiveness of enterprises. Given the changing habits of consumers who are inclined to buy products on the market that identify a high degree of „embedded” knowledge, companies base their business on investing in R&D and investing in various types of intellectual property and protecting them. Due to certain limitations of financial reporting when identifying and measuring intellectual resources in an enterprise, users of financial statements are unable to get a realistic picture of the value of assets and the corresponding investments when it comes to certain types of intangible assets. Blurred financial reality can lead to irrational decisions, stagnation in business and major financial crashes, which is often the practice of large companies listed on the world stock market due to the overestimation / undervaluation of their book value. The aim of this paper is to explain the treatment of intangible assets through international accounting standards concerning the identification, recognition and measurement of intellectual resources and intangible assets, to analyze their limitations and to point out possible directions for their further development in order to provide reliable and credible reporting on assets and capital of economic entities.
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Tseng, Kuo-An, Day-Yang Liu, Szu-Wei Yen, and Ching-I Lin. "The contingency of value creation: Financial capital, intellectual capital, and strategic groups." In 2011 International Summer Conference of Asia Pacific Business Innovation and Technology Management (APBITM). IEEE, 2011. http://dx.doi.org/10.1109/apbitm.2011.5996292.
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Nan, XingHeng. "Notice of Retraction: Organizational learning, intellectual capital synergies and firm value creation." In 2010 IEEE International Conference on Advanced Management Science (ICAMS). IEEE, 2010. http://dx.doi.org/10.1109/icams.2010.5553113.
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Bing Liao, Qizhong Fu, and Jianbin Jin. "New path of intellectual capital value increasing in the knowledge-based enterprise." In Proceedings of ICSSSM '05. 2005 International Conference on Services Systems and Services Management, 2005. IEEE, 2005. http://dx.doi.org/10.1109/icsssm.2005.1500127.
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Nakash, Maayan. "Human and Social Factors in Intellectual Capital Management [Abstract]." In InSITE 2024: Informing Science + IT Education Conferences. Informing Science Institute, 2024. http://dx.doi.org/10.28945/5271.
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Aim/Purpose Given the widely acknowledged significance of intellectual capital (IC) for organizational success, managing knowledge assets remains a multifaceted challenge. This study investigates the role of human and social factors in intellectual capital management (ICM) within businesses. Background. A company’s IC is the collective embodiment of knowledge resources that provide a strategic advantage. The literature often blurs the lines between ICM and knowledge management (KM) due to their shared focus on knowledge and processes, leading to a conflation of the terms within certain discourse communities. Methodology. The study utilized grounded theory methodology, conducting semi-structured in-depth interviews and organizing two focus groups with 52 industry KM professionals. Additionally, cyber-ethnography included a compilation of 20,349 posts and comments from two Facebook communities dedicated to this domain practitioners. Contribution This study expands the current understanding by positing that a conducive organizational culture, characterized by a supportive environment for knowledge exchange, is instrumental in the successful implementation of ICM. In light of the emphasis on the human and social elements, the findings also contribute to and enrich the discipline of change management. Findings. The incorporation of tangible technological tools within corporate settings for the purposes of ICM often garners significant attention. Nonetheless, a consistent theme emerging from the study’s results is the affirmation by participants that the pivotal entity in organizational KM is the human individual. It is recognized that the seamless flow of knowledge among employees, teams, and divisions is predicated on the capacity to unearth the latent knowledge possessed by knowledge workers. Concurrently, the act of sharing knowledge among peers is encumbered by substantial emotional and behavioral challenges. Consequently, it is becoming increasingly acknowledged that in a knowledge-centric society, the efficacy of ICM is profoundly shaped by an organizational culture that is fosters to knowledge. Recommendations for Practitioners. As part of building a learning organization, it is necessary to adopt a holistic and multidisciplinary approach to ICM. Practitioners must recognize the importance of organizational culture for the successful assimilation of processes of creation, preservation, exchange, accessibility, reuse, and leveraging of knowledge. Considering that these may also exist in informal social interaction, it would be prudent to promote intra-organizational initiatives that foster relationships of trust and commitment between employees. Recommendations for Researchers In consideration of the intricate interplay between the ‘knowledge is power’ adage and individual motivations, this research advocates for interdisciplinary inquiry that integrates behavioral and social science theories. The proposed research will delve into the psychological underpinnings, encompassing both aversion and incentive mechanisms, that steer knowledge sharing behaviors within organizational settings. The ultimate aim of this inquiry is to devise strategies or interventions that bolster a culture of positive and cooperative knowledge exchange. Impact on Society. The research findings enhance societal comprehension of the human and social dynamics that may either facilitate or impede the pursuit of excellence in KM. Future Research. In the evolving landscape of the knowledge economy, the adoption of ICM practices is pivotal for enhancing organizational competencies, driving business performance, and fostering innovation. Future research should concentrate on exploring robust change management strategies that engage employees effectively and mitigate resistance to KM initiatives.
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Neto, Catarina, and Anabela Simoes. "Fitting New Needs and Requests of Transport-Related Professions: The Freight Industry and Truck Drivers' Profession." In 15th International Conference on Applied Human Factors and Ergonomics (AHFE 2024). AHFE International, 2024. http://dx.doi.org/10.54941/ahfe1005318.
Full textAbstract:
Nowadays society, being characterized by fast technological development, is imposing new educational needs at all educational levels. Therefore, the human resources for a demanding labor market must be prepared for throughout life learning, adapting each one’s activity to the technological development, and have digital skills be creative, and adaptable to technological advances and the related changes, as resources to anticipate, adapt, react, create, and improve in their working context. In this era of change, human capital needs are evolving quickly, imposing new challenges and perspectives on the new generation of students to be qualified in the current labor market. The most advanced industries, like the Automotive and the Transport Sectors, need to attract and keep a skilled and creative workforce, with the motivation and ability to learn throughout life, be comfortable with fast change, and work in an interactive and collaborative environment to design and manage highly complex sociotechnical systems. The new challenges of Industry 4.0 and 5.0, in both the automotive industry and transport sectors, call for educational areas and models that optimize and value soft skills (e.g. cognitive flexibility, intellectual curiosity, critical thinking, adaptability to change, initiative, creativity, and efficient communication in a digital environment). These are competencies and skills for project management and problem-solving, knowledge allowing for understanding the human-system interaction and cooperation, communication skills in multidisciplinary teamwork, adaptability to changes, and an enormous motivation to keep learning throughout life. This interdisciplinary approach imposes, both on research and practice, a need for multidisciplinary teams that are now a reality. So far, our educational system is composed of different levels until the end of high school followed by higher education choices. Thus, there is a gap that should be bridged. As an example, it should be referred to the truck driver’s profession, which is disappearing in most developed countries. The freight industry is fighting to hire a new truck driver. The existing ones are approaching retirement age, and the older ones refuse to learn to work with new in-vehicle technology. However, truck drivers are necessary, having a set of competencies that seem out of their function, generally assumed as just driving a truck. Vehicles equipped with connectivity and cooperative technology, such as modern trucks, particularly, truck platooning systems, require truck drivers with competencies to deal with the in-vehicle and infrastructure-integrated technologies, as well as a diversity of communication requests. If we compare the truck drivers’ profession with the aviation sector since its history, there is a strong difference. The recruitment of a pilot and a truck driver has been very different since the beginning of both professions. However, the new technological requests in the freight industry are changing the conditions to embrace the truck drivers’ profession. Thus, the creation of specific courses addressing the new competencies required for the truck drivers profession should be taken into consideration. This paper intends to propose new concerns, requests, and solutions for improving the freight industry.