The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Article

Knowledge Management Development Challenges of Transition Economy Organisations Representing Different Value Creation Models  pp157-166

Tiit Elenurm

© Nov 2003 Volume 1 Issue 2, Editor: Fergal McGrath, pp1 - 226

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Abstract

This paper addresses knowledge management assumptions and development visions in the following types of organisations: organic product‑focused and organic service‑focused organisations, mechanistic bureaucratic and mechanistic product‑focused organisations that represent different models of value creation. These types of organisations are identified and examined in relation to the changing knowledge management context of the transition economy in Estonia. Knowledge management priorities assessed by representatives of 95 organisations are then discussed in the qualitative research and learning framework.

 

Keywords: knowledge management, value creation, know-how, know-why, transition economy, learning organisation

 

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Journal Article

Value Creation in Russian Companies: the Role of Intangible Assets  pp49-60

Dmitry Volkov, Tatiana Garanina

© Jul 2008 Volume 6 Issue 1, Editor: Charles Despres, pp1 - 74

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Abstract

In today's changing economy managers of the leading companies understand that the key sources for value creation are Intangible Assets (IA). The latest surveys confirm the fact that nowadays these assets are the value drivers and not "traditional" assets having tangible form. The same surveys confirm the fact, that one third of all the effected investment solutions is based on the existing Intangible Assets, and that the decisions made on the basis of IA allow them to make a more accurate prediction of income and profitability of a company in the future, and, hence, the company's value for the shareholders. The research held in the paper defines the impact of fundamental value of both tangible and intangible assets on the market value of assets of Russian companies. As a general approach used herein for IA evaluation, the method of Calculated Intangible Value (CIV) offered by T. Stewart was chosen. According to CIV the evaluation of Intangible Assets is based on residual operating income (REOI) model as a variant fundamental value of equity model. The problem of Intangible Assets composition and structure is also covered in the paper. Developed econometric models are tested on the data of Russian stock market for two periods: from 2001 to 2005 year and from 2001 to 2006. In the focus of the research there is both the analysis of the sampled companies (43 companies) as a whole as well as divided into five aggregated fields: mechanical engineering, extractive industry, power engineering, communication services, and metallurgy. At the end of the paper the authors highlight the main directions for further research in the field.

 

Keywords: value creation, intellectual capital, fundamental value of intangible assets, market value, calculated intangible value

 

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Journal Article

Intellectual Capital Development  pp181-192

Eckhard Ammann

© Jul 2010 Volume 8 Issue 2, ECIC 2010, Editor: Constantin Bratianu, pp181 - 266

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Abstract

An approach for intellectual capital development in an organisation is given. It is based on a new conception of knowledge and knowledge dynamics and raises the notion of knowledge conversions to the level of intellectual capital domains. Intellectual capital development can be modelled with this approach by means of general transformations between domains and between appropriate parts of these domains, which themselves are refined and modelled with general knowledge conversions. To attain this approach, a new conception of knowledge and knowledge dynamics is introduced. The knowledge conception is represented by a knowledge cube, a three‑dimensional model of knowledge with types, kinds and qualities. The type dimension addresses the internal‑external aspect of knowledge, seen from the perspective of the human being. The kind dimension distinguishes various knowledge kinds like propositional or procedural knowledge. Finally, in the quality dimension, several quality measures of knowledge are given. Built on this conception, knowledge dynamics is modelled with the help of general knowledge conversions between knowledge assets. A set of basic knowledge conversions is given in a way, such that more complex general conversions may be easily gained by building on this set. Through this conception, we gain a sound basis for knowledge management and development in an enterprise. Raising this knowledge development approach to the more strategic and resource‑oriented intellectual capital level in an organisation, general transformations between the three main intellectual capital domains (individual competence, internal and external structure) and between parts of them can be described. With their help a model for intellectual capital development is gained: In a top‑down approach, general transformations of intellectual capital are broken down to the notion of general knowledge conversions. This leads to development of the intellectual capital, i.e. to value creation in a company. To indicate the applicability of our approach, an example for the development of customer relations capital is given.

 

Keywords: intellectual capital development, transformations of intellectual capital, intangible resources, value creation, conception of knowledge, knowledge conversions

 

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Journal Article

The Learning Journey of IC Missionaries: Intuition, control and value creation  pp128-136

John Dumay, Mary Adams

© Jun 2014 Volume 12 Issue 2, Special Edition for ICICKM 2013, Editor: Annie Green, pp83 - 154

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Abstract

Abstract: The utilization of intellectual capital (IC) has often not been taken up as much as the proponents of IC may have wished. As Dumay (2012) outlines, there are barriers to implementing IC in organizations, and as academics and practitioners we need to overcome these barriers. We propose one way to do this is by providing reflective narratives of the journey the authors have taken as a successful IC practitioner and a successful IC academic. Based on constructivist learning theory (Chiucchi, 2 013a) we offer a staged model of IC development (Guthrie et al., 2012) outlining how we went through similar stages in personally understanding and deploying IC. To do this, Mary Adams and John Dumay trace their IC learning journey in three stages of i ntuition, control and value creation. This paper contributes to the IC literature by providing an understanding of the growth a person may need to take in order to become an IC Missionary, rather than merely an IC preacher (Dumay, 2013, p. 8). If this c an be achieved, we can provide a forum for open conversations about the concept of IC and the tools available so we can empower people and organizations to experience and collaborate to develop their own IC.

 

Keywords: Keywords: IC missionaries, narrative, learning journey, intuition, control, value creation.

 

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Journal Article

The Role of Intellectual Capital in Creating and Adding Value to Organizational Performance: A Conceptual Analysis  pp185-192

Waheed Akbar Bhatti, Dr Arshad Zaheer

© Nov 2014 Volume 12 Issue 3, Editor: Ken Grant, pp153 - 216

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Abstract

Abstract: The rapid growth of knowledge economy in the last two decades has changed management styles. Organizations knowledge strategy should be driven from business strategy to ensure development of knowledge culture. Such a culture ensures knowledge a ctivities, namely acquiring, sharing, creating, transforming and utilizing. The knowledge environment will encourage and promote innovative processes. The feedback from external environment and experience from previous projects will help in research and development. The amalgamation of new and known knowledge will help devise ways and means of transformation for effective and efficient performance. A conceptual model is developed to study the moderating role of intellectual capital competencies in know ledge strategy‑organizational performance relationship. The research studies how intellectual capital competencies moderate the knowledge strategy—organizational performance relationship. The novelty of this research is studying .relationship of Knowledg e Strategy‑Organizational performance trough moderating role of process innovation, research and development integration of past projects and market intelligence. This research will educate and create awareness in managers for nurturing organizations inte llectual capital and managing their daily affairs effectively. It will guide in devising better strategies, processes and methods to manage intellectual capital. This will help create value through innovations and improved performance.

 

Keywords: Keywords: Knowledge strategy, intellectual capital, value creation, process innovation, research and development, market intelligence, performance

 

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Journal Article

Intellectual Capital and BI‑tools in Private Healthcare Value Creation  pp143-154

Milla Ratia

© Sep 2018 Volume 16 Issue 2, The Management of IC and Knowledge “in action”, Editor: Dr Maria Serena Chiucchi and Dr Susanne Durst, pp73 - 154

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Abstract

The demand for data‑driven decision making in the healthcare sector has increased, not only on the clinical side, but also from the managerial perspective; this is especially true in the private healthcare sector. Utilisation of internal and external data requires certain capabilities, such as intellectual capital (IC), as different data sources (structural capital) and organisational competences (human capital) can become organisational value. We study the utilisation of business intelligence (BI) tools and IC dimensions in creating value in the Finnish private healthcare sector. IC components and a modified value creation capabilities model are used as a framework for considering data utilisation and BI tools’ role in value creation. Our study includes private healthcare organisations in Finland and management and BI technology consulting representatives. Thematic interviews of key personnel responsible for BI were conducted to elucidate the value creation capabilities, IC components and BI tool utilisation in the Finnish private healthcare industry. Data‑driven decision making is currently one of the most discussed topics in private healthcare sector organisations. By analysing the current data source utilisation and organisational competences in data utilisation, we gain a better understanding of IC and BI tool–enabled value creation in private healthcare organisations. The study’s outcomes will provide valuable information and a deep understanding concerning the influence of BI tools and IC dimensions on value creation in private health care in Finland. In addition, it will provide insight into future‑oriented value creation factors that can enable new business concepts for private healthcare companies. Advanced capability of data utilisation will increase the value creation ability in private healthcare sector companies. However, in addition to the technology and data, human capital or capability of BI tool utilisation and data‑driven decision making are crucial.

 

Keywords: Private healthcare, business intelligence, intellectual capital, value creation, external data sources

 

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Journal Article

Intellectual Capital and Value Creation: Evidence from the Por‑tuguese Banking Industry  pp11-20

Maria do Rosário Cabrita, Jorge Landeiro Vaz

© Dec 2005 Volume 4 Issue 1, Editor: Charles Despres, pp1 - 90

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Abstract

Intellectual capital has been described as intangible assets that may be used as a source of sustainable com‑ petitive advantage. However, intellectual capital components have to interact, to create value. Previous studies demon‑ strate that intellectual capital is positively and significantly associated with organizational performance. Our aim is to con‑ solidate these findings, examining the inter‑relationships and the interaction effects among intellectual capital compo‑ nents and organizational performance, in the Portuguese banking context.

 

Keywords: Intellectual capital, human capital, relational capital, structural capital, value creation

 

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Journal Article

Identifying Layers of Intellectual Capital by Analyzing Unique Contexts  pp84-98

Darin Freeburg

© Sep 2018 Volume 16 Issue 2, The Management of IC and Knowledge “in action”, Editor: Dr Maria Serena Chiucchi and Dr Susanne Durst, pp73 - 154

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Abstract

This research analyzed the Intellectual Capital (IC) in churches, noting the contextually specific elements tied to unique definitions of success. It aimed to open up to questioning the traditional classifications of IC, while considering the importance of context. American churches were chosen to uncover unique layers and attributes of IC, as they represent a very different organization from those typically studied in IC research. The leadership teams of four churches engaged in 90‑minute focus groups, where they discussed success, assets, liabilities, and attempts to leverage value from assets. By approaching it qualitatively, and without prompting participants about the traditional definitions of IC, a more valid and natural discussion revealed unique assets not found in other contexts. Analysis validated the traditional three‑part classification of IC into human, relational, and structural assets, yet it showed unique subcategories not captured by previous research. It outlined unique relationships among asset classifications, and revealed areas of missed opportunity and leakage of assets. This adds to the growing list of possible specific IC assets that can be considered by other organizations, as well as ways to leverage these assets. Analysis also found that assets can easily become liabilities if not properly managed and maintained. This approach can be used in future research to uncover additional layers of IC that can be used by other organizations not previously aware of the existence or potential value of such assets.

 

Keywords: Intellectual Capital, Churches, Assets and Liabilities, Organizational Culture, Value Creation

 

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