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 Creation in Groups: The Value of Cognitive Diversity, Transactive Memory and Open‑mindedness Norms  pp67-74

Rebecca Mitchell, Stephen Nicholas

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

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Abstract

This paper contributes to our understanding of knowledge creation by developing a comprehensive model of the knowledge creating process in organisational work teams. It subsequently synthesises contemporary theory across research streams to develop hypotheses relating to three factors capable of facilitating the knowledge development process — cognitive diversity, transactional memory and open‑mindedness norms. In combination, the conceptual ration‑ ale and empirical support act to substantiate three key relationships in the knowledge creation process.

 

Keywords: Knowledge creation, cross-functional teams, cognitive diversity, group dynamics

 

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Journal Article

Intellectual Capital Based Evaluation Framework for Dynamic Distributed Software Development  pp231-244

Pekka Kamaja et al

© Dec 2016 Volume 14 Issue 4, Intellectual Capital at a Crossroad, Editor: Maurizio Massaro, Andrea Garlatti, pp191 - 255

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Abstract

Abstract: This article presents constructing of an evaluation framework for dynamic distributed software development (DDSD). The topic examines building the capabilities, evaluating the efficiency and scaling up the performance of globally distributed software development teams in environments that demand high operational excellence, innovativeness and other intellectual properties. Three universities and four ICT service and software companies in Finland collaborate on a research project, DD‑SCALE (2014‑2016). The project objectives are to investigate and develop measurement solutions, tools and work practices for managing and evaluating DDSD work. The challenge of harnessing human and social capital assets for scaling high‑performing teams to fit with high‑performing organizations is addressed. The research began with an explorative phase for designing the preliminary concept of the evaluation framework which further defined the research questions. The increased knowledge of the object of study brought a better standpoint to judge among various approaches for the framework. Theories of Intellectual capital (IC), Performance management, productivity and distributed software development were investigated. The results of the paper are: 1) conceptualizing productivity of DDSD operations in terms of an evaluation framework on individual, team and organizational levels with dynamic IC emphasis; 2) a categorization of evaluation indicators on three aggregation levels; and 3) a baseline construction for the framework with practical trials. Contributions to the scientific community are: 1) a conceptualization of productivity in knowledge intensive technology developer organizations in terms of dynamic IC and; 2) a model for conceptualizing how the impact of dynamic IC on productivity is manifested and seen in such organizations. Both views extend the applicability of productivity as measurement within knowledge intensive organizations. Contributions to management practitioners are: 1) management and development of work practices and; 2) guidelines in exploiting the full gain from advancements in high performing software research, development and innovation (RDI) within globally distributed setting.

 

Keywords: Dynamic distributed software development, global software development, distributed teams, software evaluation, intellectual capital, performance management, knowledge work productivity

 

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Journal Article

Emotional Intelligence Competencies as Antecedents of Innovation  pp207-219

Mariza Tsakalerou

© Dec 2016 Volume 14 Issue 4, Intellectual Capital at a Crossroad, Editor: Maurizio Massaro, Andrea Garlatti, pp191 - 255

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Abstract

Abstract: Innovation is the process of bringing new products and services to the marketplace. The innovation process engages mixed teams with personnel from design, engineering, manufacturing and marketing working in tandem at all times. Given the complexity of the information flows in such a process, value creation in new product development is almost exclusively based on intangible resources. The successful management of intellectual capital has emerged as a key condition for effective organizational learning in the innovation process. The study of creativity and innovation has occupied a broad spectrum of experts across the fields of behavioral science, human cognition and organizational behavior. Empirical research in the past has provided some evidence that a team leader’s emotional intelligence impacts new product outcomes. Recent research however indicates that emotional intelligence at the individual team member level may contribute more to creativity in new product development. This paper builds upon the results of a small pilot study designed to assess the way group member emotional competencies impact the success of the innovation process in the presence of moderating factor such as project complexity. The outcome of this pilot study, the design of which is detailed in this paper, indicates that emotional intelligence improves team interactions, facilitates the management of intellectual capital and does indeed affect innovation performance. More importantly, the pilot study identified distinct differences in the ways individual emotional intelligence competencies behave as antecedents of innovation. This paper seeks to illuminate these differences by examining a larger sample of engineering and management individuals and focusing on the relationship between individual emotional intelligence competencies and their effect on the collective emotional intelligence continuum.

 

Keywords: Keywords: Emotional Intelligence, innovation process, new product development, interdisciplinary teams, innovation antecedents.

 

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Journal Article

How to Promote Knowledge Sharing in Cross‑Functional Npd Teams  pp72-84

Antonio Daood1, John Power, Conor Phelan, Mark O’Brien

© Jun 2017 Volume 15 Issue 2, Editor: John Dumay, pp59 - 146

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Abstract

This paper investigates the common issues that may arise in cross‑functional new product development (NPD) teams from a Knowledge Management perspective. The study has been built around a contextualized trigger, where several factors were preventing a new‑born NPD team from performing effectively. The purpose of this paper is to give insights of the main dynamics involved in the knowledge sharing process throughout the application of a systematic problem‑solving approach to the case investigated by the authors. Due to the impossibility of building a universal recipe suitable for every team in every situation, this work represents a compromise trying to exemplify how to prioritise interventions in a given context, in order to provide a benchmark for similar circumstances. This paper, using an action research method within a single case context, takes shape around the advises and suggestions made by authors to Electronic Connected Ltd (disguised name), a small‑medium enterprise (SME) in a situation of NPD paralysis. In particular, the paper emphasizes the importance of effective leadership and supporting environment in facilitating communication, enhancing cohesiveness, fostering joint commitment and giving direction in order to enable knowledge sharing and to leverage capabilities to conclusively deliver new products.

 

Keywords: Knowledge Sharing, Cross-Functional, NPD Teams, New Product Development

 

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Journal Article

Engaging Layers of Intangibles Across Intelligent Learning Ecosystems for Competitive Advantage  pp36-47

Helen Rothberg, Scott Erickson

© Mar 2018 Volume 16 Issue 1, Editor: John Dumay, pp1 - 72

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Abstract

The Intelligent Learning Ecosystem (ILE) integrates all forms of intangible assets, recognizing not only tacit and explicit knowledge, but also big data and analytics/intelligence within and across organizations. The ILE structure provides a system for dynamic learning through the synthesis and analysis of intangible assets, creating decision‑impacting intelligence across the organization and its partners. Here we extend our understanding of how this ecosystem works by also considering the learning dynamics of individuals and teams. As such, the ILE not only facilitates organizational and partner learning but also leverages the positive impact of intangibles management on employee development, team sophistication and company competitiveness. Consequently, this paper studies the place of knowledge assets in a wider conceptual framework. By managing that wider range of intangible inputs with a structure designed not only to exchange existing knowledge or data but also to create new learning and insights, decision‑makers can accomplish several things. Initially, the range of potentially valuable inputs is increased, bringing in a more diverse set of intangibles that might have more relevance in specific industries or companies. Secondly, the structures can be designed not only to exchange knowledge or big data but to bring it all together, along with all other available intangibles, for analysis. As a result, new learning can take place as cross‑functional teams derive insights from the inputs. Finally, such a structure can work not only within a single enterprise but across its wider network of collaborators. The resulting intelligence learning ecosystems bring an even wider range of inputs, diverse perspectives, and opportunities for new learning to all the partners. By looking more widely at these possibilities, knowledge assets can be employed even more productively than when considered only in traditional knowledge management systems.

 

Keywords: knowledge management, big data, intelligence, learning organizations, intelligent learning ecosystem, teams

 

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Journal Issue

Volume 4 Issue 1 / Jan 2006  pp1‑90

Editor: Charles Despres

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Keywords: Active learning, Africa, Business intelligence, Case study, Cognitive diversity, CommonKADS], Communication, Complexity, Complexity representation , Complexity theory, Complexity thinking, Cross-functional teams, e-Commerce, Enterprise semantic web, First order reflection, Group dynamics, Human capital, Intellectual capital, Knowledge acquisition, Knowledge acquisition, Knowledge capital, Knowledge cooperation, Knowledge co-production, Knowledge creation, Knowledge flows, Knowledge learning, Knowledge sharing, Knowledge transfer, Knowledge transfer cycle, Lightweight ontologies, Organisational practices, Performance measurement, Predictive maintenance, Relational capital, Second order reflection, Semantic information retrieval, Semantic interoperability, Social networks, Social Software, Software development, Structural capital, Tourism, Value creation, Weblog, Wiki

 

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Journal Issue

Volume 14 Issue 4, Intellectual Capital at a Crossroad / Dec 2016  pp191‑255

Editor: Maurizio Massaro, Andrea Garlatti

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Editorial

Guest Editors

Maurizio MassaroDr Maurizio Massaro is aggregate professor at Udine University since 2008, having worked as teacher at Udine University since 2001. He was visiting scholar at the FGCU, Florida, USA, in 2010 and Leicester, UK, 2013. His academic interests are primarily in the field of business performance measurement, intellectual capital, knowledge management and entrepreneurship. He is an associate editor for the Electronic Journal of Knowledge Management (EJKM).

 

Andrea Garlatti

Prof Andrea Garlatti, PhD, is Full Professor of Public Management at Udine University. He is also Director of Udine University Interdepartmental Center for Research on Welfare and Coordinator of the Accounting and Management Control section within the Department of Economics and Statistics. Andrea has wide research and teaching experience in the fields of public management and welfare.

 

 

 

Keywords: Knowledge-based Economy Model, Knowledge-based Economy Main Determinants, Enabler, Sweden, Finland, Denmark, Strategic Management, Knowledge Management, Cognitive Leadership, Knowledge based economy’s theoretical paradox, Emotional Intelligence, innovation process, new product development, interdisciplinary teams, innovation antecedents, Intellectual capital, company performance, intellectual capital efficiency, shareholder value, dynamic distributed software development, global software development, distributed teams, software evaluation, intellectual capital, performance management, knowledge work productivity, Intellectual Capital reports, use of IC measurements, benefits and drawbacks of IC reports, field study, Italy

 

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Journal Issue

Volume 15 Issue 2 / Jul 2017  pp59‑146

Editor: John Dumay

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Editorial

 

Keywords: SECI model, digital transformation, folk song, knowledge conversion, Knowledge Sharing, Cross-Functional, NPD Teams, New Product Development, Knowledge Management, Information and Communication Technology, Construction Industry, Competitiveness, Learning, dynamic system, local context, MNE subsidiary, knowledge sharing barriers, educational management, educational institutions’ administrative processes, Classification Theory, Metadata, Statistics, Taxonomy

 

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