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 Issue
Volume 10 Issue 3, ECIC 2012 / Jul 2012  pp208‑278

Editor: John Dumay

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Editorial  pp208‑211

John Dumay

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Trust Building in a virtual context: Case Study of a community of Practice  pp212‑222

Cindy Eggs

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Intellectual Capital, trust, cultural traits and reputation in the Romanian education system  pp223‑235

Marta-Christina Suciu, Luciana Picioruş, Cosmin Ionuţ Imbrişcă

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Implicit Evaluations of Intellectual Capital in Practical Decision Making  pp236‑243

Albrecht Fritzsche

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Intellectual Capital in the Caribbean Hospitality Industry: Two Case Studies  pp244‑257

Donley Carrington, Mike Tayles

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Supporting creativity through knowledge integration during the creative processes. A management control system perspective  pp258‑267

Maurizio Massaro, Roland Bardy, Michael Pitts

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Organizations require an intensive knowledge integration mechanism that supports creativity within all the phases of its process in order to analyze, understand, select, and integrate ideas into a business model. Management Control Systems, as a part of t he structural capital, can be utilized as knowledge integration mechanisms to provide: i) a dialog among internal or external actors of the creative process; ii) a knowledge repository for data and other information required in the selecting process; ii i) representation of the new ideas into a business model. Using a multi‑method case study, this article analyzes the role of knowledge integration played by Management Control Systems (MCS). Within the perspective of the Levers of Control (Simons, 199 5), MCS are recognized as the sum of belief, boundary, diagnostic and interactive systems that could be used to manage the creative process. We apply the Appreciative Inquiry model of creativity (Cooperrider, Srivastva, 1987) which recognizes four step s: Discovery, Dream, Design, and Destiny. Creativity is then classified based on the problem's characteristic using Unsworth's model (2001) which separates closed and open problems. Results show that in the early phases of the creativity process problem s are more structured and are faced using diagnostic and boundary tools. In the design phase, a dynamic tension between interactive and diagnostic systems is always preferred. The final phase (Destiny) requires diagnostic approaches in all cases. On th is foundation, the paper aims to contribute to the literature on innovation and intangible assets. It is our opinion that the results could also be used by managers and entrepreneurs involved in the creative process in order to improve a companies abilit y to face change. 


Keywords: management control system, levers of control, knowledge integration


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Intellectual Capital (IC) in Financial Services Organisations: Is It Possible to Make It Socially Responsible?  pp268‑278

Piotr Wiśniewski

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