The 2nd wave of knowledge management: The management control of knowledge resources through intellectual capital information

2005 ◽  
Vol 16 (3) ◽  
pp. 371-394 ◽  
Author(s):  
Jan Mouritsen ◽  
Heine Thorsgaard Larsen
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Control ◽  
Knowledge Resources

Linking Knowledge Management and Intellectual Capital

2013 ◽  
Vol 5 (4) ◽  
pp. 1-13 ◽  
Author(s):  
Maria do Rosário Cabrita ◽  
Virgílio Cruz-Machado ◽  
Florinda Matos
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Banking Sector ◽  
Banking Industry ◽  
Successful Implementation ◽  
Successful Management ◽  
Knowledge Resources ◽  
The World ◽  
Knowledge Intensive ◽  
The Relationship

The ability of an organization to effectively nurture, capture, leverage, and share its knowledge resources become the key that provides an enterprise with its strategic power advantage in the world. When an organization develops its ability to build, access and leverage its knowledge resources it is creating its knowledge advantage. In an era of knowledge economics, Knowledge Management (KM) and Intellectual Capital (IC) have emerged as major issues that managers must deal with, if the organizations want maintain their competitive advantage. The accumulation of IC and KM is closely related. The successful management of IC is linked to the efficiency of KM processes, which, in turn, implies that the successful implementation of KM ensures the growth and renewal of IC in an organization. There are relatively few discussions on the relationship between KM and IC, and even fewer studies on such relationship in the banking industry. For the banking sector, as one of the most knowledge-intensive industries, it is imperative to understand how to use techniques in KM to accumulate IC to cope with an increasingly changing environment. Based on previous studies, this article seeks to explore the links between IC and KM in Portuguese banks, by identifying the IC resources of importance and leveraging these resources through KM capability.

Knowledge management strategies, intellectual capital, and innovation performance: a comparison between high- and low-tech firms

2018 ◽  
Vol 22 (8) ◽  
pp. 1757-1781 ◽  
Author(s):  
Marta Buenechea-Elberdin ◽  
Josune Sáenz ◽  
Aino Kianto
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Management Strategies ◽  
Innovation Performance ◽  
Primary Data ◽  
Content Type ◽  
Knowledge Resources ◽  
Technological Level

Purpose This study aims to analyse the complementary role of structural and relational capital (as the outcomes of codification and personalisation knowledge management strategies) in renewal capital and innovation in high- and low-tech companies. Design/methodology/approach The primary data, which were collected through a structured questionnaire from 180 Spanish companies, are analysed using structural equation modelling based on partial least squares. Findings Overall, the study offers three fundamental findings. First, it demonstrates the outstanding role of renewal capital as an intellectual capital (IC) component; second, it provides a conceptual analysis of the connection between knowledge management strategies and IC; and third, it highlights the necessity of considering the technological level of the firm as a contingency variable affecting the IC–innovation relationship. Research limitations/implications The study has three apparent limitations: The sample of firms is restricted to Spanish companies, data concerning the main study variables were collected from only one person at each firm, and not all of the possible components of IC were included in the research model. Practical implications Business practitioners can find useful guidelines for making efficient use of knowledge resources when boosting innovation performance, depending on the technological level of their firms. Originality/value Although many studies have tried to disentangle the IC–innovation connection, this study is unique, as it considers knowledge management strategies, a novel combination of IC components and the level of technological sophistication in the same analysis.

Research and knowledge interaction

2003 ◽  
Vol 4 (4) ◽  
pp. 576-587 ◽  
Author(s):  
Per Nikolaj Bukh ◽  
Ulf Johanson
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Research Group ◽  
Management Strategy ◽  
Knowledge Management Strategy ◽  
Knowledge Resources ◽  
Technology And Innovation ◽  
Science Technology ◽  
The Common ◽  
Science Technology And Innovation

This paper discusses the differences and complementarities of the two guidelines for managing, measuring and reporting intellectual capital (IC) that has been developed by the Meritum research group and the Danish Ministry of Science, Technology and Innovation, respectively. IC is closely related to knowledge management and the guidelines describe how to identify a company's knowledge management strategy including the identification of its objectives, initiatives and results in the formation, application and development of the company's knowledge resources. The guidelines also show how to measure IC and communicate the strategy to the stakeholders. The paper outlines the common background for the guidelines, the content of the guidelines and concludes after a comparison with a discussion of the need for research in the area and improvement of future guidelines.

scholarly journals Management of Organizational Information Through Web Portal

2009 ◽  
pp. 127-131
Author(s):  
S. Selvi ◽  
Shyamalesh Khan ◽  
NNJ Hemrom ◽  
A K Biswal
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Management System ◽  
Knowledge Management System ◽  
External Information ◽  
Iron And Steel ◽  
Knowledge Resources ◽  
Information Portal ◽  
Competitive Edge ◽  
Software Information

Today knowledge has become a crucial asset. Knowledge Management is a tool that nurtures and helps such assets to grow. It helps in effective utilisation of intellectual capital and enhancement of the organization’s performance. It involves blending the company’s internal & external information and transforms it into actionable knowledge. Organizations are turning to knowledge management initiatives and technologies to leverage their knowledge resources. It is important that everyone focuses on ownership of intellectual capital and utilize them efficiently for development as well as competitive edge with the help of appropriate tool. A Knowledge Management System (KMS) based on the state-of-the-art Information Technology (IT) makes that possible. Many experts believe that in future the main source of competitive advantage will be organization’s ability to leverage corporate knowledge, its distribution and to learn faster than others. Knowledge Management is an integrated systematic approach to identify, manage and share organization’s information assets available in databases, documents, policies, and procedures, as well as unarticulated expertise and experience held by individual workers. The idea behind KM is to capture not only explicit factual information but also the tacit information and knowledge that exist in an organization. The objective is to achieve the mission of the organization by sharing all types of knowledge among the employees of the organization. There are also lots of challenges as experts retire or leave organizations. Importance of knowledge database to capture expertise available for future reference and competitive edge has been felt by all. The paper is based on work of design and development of software “Information Portal at RDCIS”, developed for RDCIS – Research and Development centre of for Iron and Steel, SAIL. Today, knowledge is the strategic key resource. This paper is based on the challenges faced in the implementation of Knowledge Management system at RDCIS, SAIL. This paper focuses on the different forms of knowledge’s available in R&D Units, features, access mechanism, security mechanism, its implementation in different departments, and the platform used for implementing KMS.

scholarly journals IMPACT OF INTELLECTUAL CAPITAL ON KNOWLEDGE MANAGEMENT OF CONSTRUCTION ENTERPRISE

2021 ◽  
Author(s):  
Yuliia Kondratiuk ◽  
Volodymyr Lych
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Intellectual Capital ◽  
Business Processes ◽  
Customer Relationships ◽  
Enterprise Management ◽  
Efficient System ◽  
Knowledge Resources ◽  
Customer Capital ◽  
Key Competencies

The presence of an efficient system of managing knowledge and intellectual capital (that complement each other) becomes one of the major factors in the operational adaptation of the enterprise to the changes of the environment, in the programming of these changes, in ensuring high competitiveness and sustainable development. Knowledge management at the tactical level must be derived and subordinated to the strategic level that is to the vision of the structural construction of the enterprise on the basis of knowledge. It has been proved that knowledge management is a concept of strategic enterprise management that is focused on increasing the value of an enterprise, based on the skillful acquisition and use of knowledge and the creation of intellectual capital. Intellectual capital includes components created on the basis of management of knowledge resources (assets) that can become the basis for obtaining the benefits, which in the strategic perspective facilitate the increase in the enterprise value. An important part of this capital is the key competence that relates to the potential operational opportunities created as a result of organizational learning. Intellectual capital is based on knowledge, although it includes other valuable components, such as commercial brand or customer relationships. In the proposed approach, intellectual capital should include certain components such as human capital, customer capital, market capital and organizational capital, as well as the interconnections between these components. The division of intellectual capital into market and organizational (the components of structural capital) was conducted in order to focus knowledge management on the processes that are the most important for the enterprise. Improving key competencies and managing customer relationships are explained as two of the most important business processes that affect its creation. Knowledge management and organizational learning are considered to be the basis for creating intellectual capital. Improving key competencies and managing customer relationships are explained as two of the most important business processes that affect its creation.

The Quest for Economic Recovery

2015 ◽  
pp. 242-249
Author(s):  
Mariza Tsakalerou ◽  
Rongbin W. B. Lee
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Knowledge Economy ◽  
Knowledge Spillovers ◽  
Practical Knowledge ◽  
Economic Recovery ◽  
Economic Downturn ◽  
Knowledge Resources ◽  
Innovation Capacity ◽  
Strategic Perspective

Most organizations respond to an economic crisis by focusing on operational efficiency and/or on intellectual capital utilization and innovation. The conjecture is that intellectual capital confers distinct competitive advantage to an enterprise via knowledge management and knowledge spillovers and improved innovation capacity. Despite mixed empirical evidence to support this claim, intellectual capital and knowledge management remain at the forefront of an organization's agenda during an economic downturn. Recent surveys from the field indicate some dissatisfaction with practical knowledge management. These findings are difficult to interpret because at the same time organizations appear to adopt the position that management of knowledge resources is extremely important from a strategic perspective. The objective of this chapter is to provide some new perspectives on what drives success in the knowledge economy and to demonstrate how knowledge management is the ideal response to the challenge of innovation.

The ISO 30401 knowledge management systems standard – a new framework for value creation and research?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Peter Pawlowsky ◽  
Nina S. Pflugfelder ◽  
Maik H. Wagner
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Capital Theory ◽  
Content Type ◽  
Knowledge Resources ◽  
Industry Standard ◽  
Knowledge Management Theory ◽  
Context Specific

PurposeThe article reviews major developments in the literature on knowledge management and intellectual capital management. It provides a description and visualization of the structure and content of the ISO 30401 and critically benchmarks its clauses against comprehensive taxonomies from the literature.Design/methodology/approach2018 saw the release of the ISO 30401 Knowledge Management Systems Standard, a type A regulation which may serve as a basis for certification. It builds on and integrates a broad and conceptually diverse literature on knowledge resources (e.g. intellectual capital theory, knowledge management theory). This article aims to show how the management systems standard relates to the literature it is built on and provides directions for its further operationalization by certification bodies and implementation by managers.FindingsThe ISO 30401 successfully integrates a diverse body of literature in a broadly applicable cross-industry standard. To operationalize and implement it, certification bodies and managers should build on empirical evidence of “what works,” taking into account market characteristics as well as organizational properties. Further research should support the implementation of the standard by developing KM measurement frameworks and context-specific studies of KM tools and methods.Originality/valueThis article is the first to systematically compare the ISO 30401 to the underlying theory. This paper uncovers avenues for research and makes suggestions for the standard's operationalization in practice.

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

Transformation paths and influencing factors of tacit knowledge into explicit knowledge in real estate companies: a qualitative study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Guodong Ni ◽  
Ziyao Zhang ◽  
Zhenmin Yuan ◽  
Haitao Huang ◽  
Na Xu ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Real Estate ◽  
Tacit Knowledge ◽  
Influencing Factors ◽  
Explicit Knowledge ◽  
Design Method ◽  
Structured Interviews ◽  
Content Type ◽  
Knowledge Resources ◽  
Tacit Knowledge Management

PurposeThe purpose of this paper is to figure out the paths about transformation of tacit knowledge into explicit knowledge, i.e. tacit knowledge explicating (TKE) in real estate companies, and determine the influencing factors of TKE in Chinese real estate companies to enable enterprises make better use of their knowledge resources.Design/methodology/approachThe study adopted an exploratory design method using thematic analysis and grounded theory, and semi-structured interviews were conducted to collect data. The interviewees consisted of employees in different positions, who come from Chinese real estate companies with different ranking ranges and different knowledge management levels. Data collection was divided into two rounds for the identification of transformation paths and influencing factors.FindingsThis study has shown that 11 paths about TKE divided into solidified organization process and construction of organizational infrastructure go into effect within the real estate companies. Factors influencing TKE in real estate companies concern three main categories: organizational distal factors, contextual proximal factors and individual factors, including 21 subordinates in total. Furthermore, correlation between TKE paths and influencing factors is established.Research limitations/implicationsResearch results may lack generalizability due to the method adopted. Therefore, researchers are encouraged to verify the outcomes of this research.Practical implicationsThis research provides a new idea and solutions for the tacit knowledge management in real estate companies.Originality/valueTo the best of the authors’ knowledge, this study is the first to systematically identify paths and the influencing factors of TKE in real estate companies, contribute to the incipient but growing understanding of achievement of “tacit to explicit” and enrich the corporate tacit knowledge management literature.

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