Knowledge asset value spiral: linking knowledge assets to company's performance

2006 ◽  
Vol 13 (1) ◽  
pp. 35-46 ◽  
Author(s):  
Daniela Carlucci ◽  
Giovanni Schiuma
Keyword(s):  
Knowledge Assets ◽  
Knowledge Asset ◽  
Asset Value

Why Measure Knowledge Assets?

2011 ◽  
pp. 87-109
Author(s):  
Dina Gray
Keyword(s):  
Business Performance ◽  
Knowledge Assets ◽  
Knowledge Asset ◽  
Efficiency And Effectiveness ◽  
The Cost ◽  
Asset Data ◽  
Insight Into

Organisations are struggling to understand what benefits can be realised through the measurement of their knoweldge assets even though many performance managers understand the importance of establishing causality between knowledge assets and business performance. This chapter discusses whether companies are truly realising benefits against the cost of spending time in creating, collecting and analysing knowledge asset data and if so, do those same companies understand what specific measures afford the greatest insight into improving their organisational efficiency and effectiveness.

scholarly journals Knowledge Asset Value and Network Safeguards: Impacts and Outcomes

2018 ◽  
Author(s):  
Karen R. Nicholas
Keyword(s):  
Knowledge Asset ◽  
Asset Value

How Knowledge Assets are Transformed into Value

2011 ◽  
pp. 173-187 ◽  
Author(s):  
Harri Laihonen ◽  
Antti Lönnqvist
Keyword(s):  
Knowledge Transfer ◽  
Value Creation ◽  
Knowledge Flows ◽  
Business Activity ◽  
Productivity Improvement ◽  
Conceptual Tool ◽  
Knowledge Asset ◽  
Service Production ◽  
Asset Value ◽  
Internal Efficiency

This chapter concentrates on exploring the knowledge asset value creation in the context of a specific type of business activity, services, and a specific value creation aspect of productivity. The paper utilizes knowledge flows as a novel conceptual tool to analyze and better understand the knowledge asset value creation dynamics. The chapter clarifies the knowledge flows of service production and proposes that the recognition and management of these flows facilitate productivity improvement. This argument is based on the assumption that by removing the possible obstacles or bottlenecks of knowledge transfer, organizations can increase both their internal efficiency and through a better customer satisfaction also their external productivity.

A Model to Classify Knowledge Assets of a Process-Oriented Development

2011 ◽  
pp. 280-295
Author(s):  
Raquel Anaya ◽  
Alejandra Cechich ◽  
Mónica Henoa
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Initial Step ◽  
Organizational Strategies ◽  
Organizational Process ◽  
Knowledge Assets ◽  
Software Company ◽  
Knowledge Asset ◽  
Software Organization

Knowledge assets are knowledge regarding markets, products, technologies and organizations, that a business needs to own and that enable its business processes to generate profits. Today, how to model knowledge assets is a concern of the organizational modeling community; mostly because consensus on a knowledge asset model is far from achieved. This chapter is aiming at identifying a model to characterize knowledgeable assets and their relationships in a software organization. Generally speaking, knowledge assets represent intellectual capital for a software organization and support the whole organizational process. The model proposed here is an initial step towards defining knowledge management as a transversal process at the organization. An instantiation of the model is illustrated through a case study in a real software company that recognizes the value of knowledge as a tool to support and improve the organizational strategies.

The effect of organization culture and technology on motivation, knowledge asset and knowledge management

2018 ◽  
Vol 60 (5) ◽  
pp. 1087-1096 ◽  
Author(s):  
Adji Achmad Rinaldo Fernandes
Keyword(s):  
Knowledge Management ◽  
Significant Influence ◽  
Structural Equation ◽  
Organization Culture ◽  
Equation Modeling ◽  
Islamic State ◽  
State University ◽  
Knowledge Assets ◽  
Content Type ◽  
Knowledge Asset

Purpose The purpose of this study was to examine factors that affect knowledge management at universities in Makassar, Indonesia. Design/methodology/approach This study used explanatory research to find the causal relationship between the variables in the model. The unit of analysis was students at four universities in Makassar. The four universities were Hasanuddin University, Makassar State University, Islamic State University of Alauddin Makassar and Polytechnic of Ujung Pandang. Sample technique for this study was determined by using the proportionate stratified sampling method with a total sample of 300 students. Data were collected by using questionnaires and interviews. The analysis method used to test the model was structural equation modeling. Findings The results show that organization culture has a positive and significant influence on motivation. Organization culture also has a positive and significant influence on knowledge assets. Technology has a positive and significant influence on knowledge assets but not on motivation. Moreover, organization culture, technology and motivation do not have a positive and significant influence on knowledge management. Knowledge assets have a positive and significant influence on knowledge management. Originality/value Originality of this paper shows that built the model of organization culture and technology on motivation, knowledge asset and knowledge management to know about its effect, methods and variables that used in this study have not been discussed in previous studies with the same purpose, method and same location.

A KNOWLEDGE MANAGEMENT SYSTEM FOR DYNAMIC ORGANIZATIONAL KNOWLEDGE CIRCULATION

2007 ◽  
Vol 06 (03) ◽  
pp. 509-522 ◽  
Author(s):  
CHIAKI HIRAI ◽  
YOSHINOBU UCHIDA ◽  
TSUTOMU FUJINAMI
Keyword(s):  
Knowledge Management ◽  
Workflow Management ◽  
Prototype System ◽  
Knowledge Assets ◽  
Work Breakdown Structure ◽  
Knowledge Asset ◽  
Document Database ◽  
Knowledge Circulation ◽  
Flow Through ◽  
Essential Resource

The demand for knowledge management is increasing because knowledge is an important and essential resource for sustaining competitiveness. We report a system to support knowledge asset reuse. Incorporating work breakdown structure-based project management, workflow management, and a document database, the system guides workers to efficiently store and reuse knowledge assets. To dynamically circulate knowledge throughout an organization, the system supports the concept of knowledge flow, through which knowledge is transferred from one project to another. A distinctive feature of our approach is that after collecting relevant knowledge, the system sends it to the members of a project and prompts them to have a meeting to discuss whether they accept the knowledge. The purpose of this meeting is to have members internalize knowledge assets and share their tacit knowledge through discussion. We developed a prototype system and evaluated it using our experience with it.

Strategies for Assessing Organisational Knowledge Assets

2009 ◽  
pp. 26-40 ◽  
Author(s):  
Giovanni Schiuma
Keyword(s):  
Intellectual Capital ◽  
Global Business ◽  
Knowledge Assets ◽  
Knowledge Resources ◽  
Measurement Systems ◽  
Knowledge Asset ◽  
Organisational Knowledge ◽  
Development Paths ◽  
Assessment Strategies ◽  
A Company

Today’s global business is characterised by interconnectedness, interdependence, and an increasing level of complexity that force organisations to be flexible, proactive, and dynamic. In this emerging global scenario most of the traditional strategies, approaches, and policies no longer work the way they used to. The new challenge, particularly for companies coping with global business, is the ability to drive their transformation into intelligent organisations, that is, organisations that are able to leverage their intellectual capital to achieve their business objectives and envision new development paths. This chapter, assuming that the organisational intellectual capital corresponds to the knowledge assets attributed to a company, discusses the “What,” “Why,” and “How” of the knowledge asset assessment. First, the subprocesses of the assessment are discussed, highlighting the main features of the assessment of knowledge assets as well as the twofold nature of the knowledge asset assessment, distinguishing between stock and flow perspective of the evaluation. Second, the managerial reasons at the basis of the implementation of measurement systems for disclosing organisational knowledge resources are discussed. Finally, on the base of a distinction between the assessment approaches and the evaluation architectures, four main knowledge-asset assessment strategies are defined

Social Facets of Knowledge Creation: The Validation of Knowledge Assets

2015 ◽  
Vol 43 (5) ◽  
pp. 815-827 ◽  
Author(s):  
Jee Yong Chung ◽  
Woojin Yoon
Keyword(s):  
Social Capital ◽  
Knowledge Creation ◽  
Organizational Knowledge ◽  
Social Aspect ◽  
Learning Capability ◽  
Knowledge Assets ◽  
Social Community ◽  
Measurement Models ◽  
Knowledge Asset ◽  
Proposed Model

In this study we discussed the construct validity of knowledge asset measurement models by focusing on the adequacy of theoretical content. The importance of an organization's role as a social community in creating knowledge assets has not been adequately addressed in existing organizational knowledge asset measurement models. This social aspect of an organization manifests itself in the knowledge conversion process through which various knowledge inputs are transformed into organizational knowledge assets. We suggested that, from the organizational learning and dynamic capability perspective, the construct of knowledge assets should cover the organization's learning capability, accumulated through social interaction within and outside the organizational boundary. In our proposed model, social capital provides an infrastructure for knowledge creation, and learning capability measured knowledge creation and exchange activities. Indicators of social capital and learning capability are suggested, and implications and limitations of this study are discussed.

Pricing an Option on a Non-Decreasing Asset Value: An Application to Movie Revenue

2005 ◽  
Author(s):  
Don M. Chance ◽  
Eric T. Hillebrand ◽  
Jimmy E. Hilliard
Keyword(s):  
Asset Value
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