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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Information about the European Conference on Intangibles and Intellectual Capital (ECIIC) is available here
 
Journal Issue
Volume 16 Issue 1 / Mar 2018  pp1‑72

Editor: John Dumay

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The Entropic Knowledge Dynamics as a Driving Force of the Decision‑Making Process  pp1‑12

Constantin Bratianu, Elena-Mădălina Vătămănescu

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Role of Trust in Integrative Negotiations  pp13‑22

Palmira Lopez-Fresno, Taina Savolainen, Silvia Miranda

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Effect of Trust and Perceived Reciprocal Benefit on Students’ Knowledge Sharing via Facebook and Academic Performance  pp23‑35

Sedigheh Moghavvemi, Manal Sharabati, Jane E. Klobas, Ainin Sulaiman

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

Helen Rothberg, Scott Erickson

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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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Relating Successful Business Models to Intellectual Capital and Knowledge Management Practices  pp48‑55

Christian Nielsen

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Effective Knowledge Management and Organisational Learning in the Context of Sustainable Development  pp56‑69

Joy C.-Y. Muller

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Editorial for EJKM Volume 16 Issue 1  pp70‑72

John Dumay

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