A Multi-step Approach for Managing Intellectual Capital Inside Communities of Practice

2020 ◽  
pp. 21-36
Author(s):  
Chiara Meret ◽  
Michela Iannotta ◽  
Desiree Giacomelli ◽  
Mauro Gatti
Keyword(s):  
Communities Of Practice ◽  
Intellectual Capital

Model on Knowledge-Governance

2011 ◽  
pp. 418-433
Author(s):  
Eduardo Bueno Campos
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Intellectual Capital ◽  
Action Plan ◽  
Practical Approach ◽  
Reference Framework ◽  
Grey Area ◽  
Knowledge Governance ◽  
The Impact ◽  
Traditional Term

The aim of this chapter is to deepen the concept of ‘Communities of Practice’ (CoPs) from the understanding of a reference framework for knowledge governance, stressing the grey area which distinguishes such governance from the traditional term ‘Knowledge Management,’ since knowledge governance means not just the management of such assets but also their creation and development, which generates a richer and more appropriate meaning or sense. Without entering into exhaustive referential analyses, we attempt to offer the reader a practical approach which allows structuring an action plan that, in this case, will be explicated for the field of CoPs. Identification and measurement of assets based on information and knowledge and the processes carried out towards its improvement create the convergence of the dynamic of intellectual capital and the afore-mentioned knowledge governance as complementary subjects for an appropriate exploitation and monitoring of the impact which the organizational fostering of this strategic-reality has on business.

Managing Intellectual Capital and Intellectual Property within Software Development Communities of Practice

2011 ◽  
pp. 3315-3327
Author(s):  
Andy Williamson ◽  
David M. Kennedy ◽  
Ruth DeSouza ◽  
Carmel McNaught
Keyword(s):  
Intellectual Property ◽  
Software Development ◽  
Communities Of Practice ◽  
Intellectual Capital ◽  
Educational Software ◽  
Professional Groups ◽  
Software Teams ◽  
Development Teams ◽  
Software Development Teams ◽  
Do So

In this article, we will develop a framework for educational software development teams that recognizes the conflicts and tensions that exist between the different professional groups and will assist software teams to recognize the intellectual capital created by individuals and teams. We will do so by recognizing the inherent relationship between the tangible elements of intellectual property and the intangible organizational assets that form the basis of intellectual capital and by discussing how knowledge generated by a project team can become an explicit asset.

scholarly journals A New Equation for Human Intellectual Capital Management Intelligent Website for Managing Communities of Practice of Academic Organizations and Financial Investments by Using Adaptive and Dynamic Assessment Networks

2016 ◽  
Vol 10 (7) ◽  
pp. 233
Author(s):  
Yanarat Ariyasipak ◽  
Napat Harnpornchai
Keyword(s):  
Communities Of Practice ◽  
Intellectual Capital ◽  
Knowledge Workers ◽  
Dynamic Assessment ◽  
New Products ◽  
Capital Management ◽  
Academic Organizations ◽  
Financial Investments ◽  
Intellectual Capital Management ◽  
New Equation

In the forthcoming twenty century, economic system of each country should be driven based on sciences, technology and innovations developed by specific knowledge from specialists called knowledge workers. This is an important strategy of Thailand to develop new products and services for surviving in serious business competition. Therefore, essential knowledge in knowledge workers such as skills and experiences for developing new products, services and innovations are required. This tacit knowledge (knowledge in human) should be appropriately measured and managed in the perspective of intellectual capital or intangible capital management. This paper attempts to answer the question “How to appropriately measure tacit knowledge by using graph theory?”. Thus, a new equation to measure intellectual capital for managing excellent centers and laboratories is presented in this paper. This is the novel impact factor equation which considers the dimension of time and frequency of published articles combined with the other impact factors of each published paper on Scimago Journal Rank website and Scopus. Moreover, it is not only the formula which is the quantitative intellectual capital assessment but the intellectual capital indicators and the intellectual capital analysis for university are illustrated in the form of qualitative intellectual capital assessment also. Moreover, intellectual capital management intelligent website for managing Communities of Practice (CoP) of academic organizations and financial investments by using new equation and Dynamic Assessment Networks (DANs) is developed also. The proposed concept and methodology is a basis for risk management in terms of human capitals and financial investments.

Intellectual Capital, Communication, and Information in Organisations and Communities

2000 ◽  
Vol 44 (12) ◽  
pp. 2-555-2-558
Author(s):  
James J. Keenan
Keyword(s):  
Communities Of Practice ◽  
Intellectual Capital ◽  
General Idea ◽  
Competitive Advantages ◽  
Core Knowledge ◽  
Community Capitals ◽  
Fiduciary Responsibility ◽  
Customer Capital ◽  
Innovation Capital ◽  
Executives And Managers

The focus here is on die relation of informatic systems to intellectual capital in work organisations. Intellectual capital is frequently viewed as having several ingredient capitals, for example: human capital, internal structure capital, external structure/customer capital, and innovation capital (for example, Edvinsson & Malone, 1997). Edvinsson and Sullivan define intellectual capital as knowledge that can be converted into value (1996: 358). I argue mat intellectual capital in organisations and other collectivities includes three sets of assets: core capitals of organisational actors, communication capital, and community or social capital. Informatic systems enhance intellectual capital by facilitating the development and use of core knowledge and motivation capitals and the communication and community capitals that are the principal ingredients of intellectual capital as viewed here. Defining the relatively hidden assets of knowledge, motivation, communication, and communities of practice as capital that is essential to the competitive advantages and other successes of organisations underscores the fiduciary responsibility of organisational actors, executives and managers, system designers and operators, and, ultimately, all stakeholders to empower, encourage, and reward value-adding intellectual capital in organisations. The intellectual capital perspective provides a way to conceptualise the always present and often hidden factors which need to be designed, developed, renewed, and otherwise managed in socio-technical systems. The general idea of intellectual capital applies to collectivities of any scale or scope, from small groups through work enterprises to settlements, communities, and whole nations.

Model on Knowledge-Governance

2009 ◽  
pp. 89-105
Author(s):  
Eduardo Bueno Campos
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Intellectual Capital ◽  
Action Plan ◽  
Practical Approach ◽  
Reference Framework ◽  
Grey Area ◽  
Knowledge Governance ◽  
The Impact ◽  
Traditional Term

The aim of this chapter is to deepen the concept of ‘Communities of Practice’ (CoPs) from the understanding of a reference framework for knowledge governance, stressing the grey area which distinguishes such governance from the traditional term ‘Knowledge Management,’ since knowledge governance means not just the management of such assets but also their creation and development, which generates a richer and more appropriate meaning or sense. Without entering into exhaustive referential analyses, we attempt to offer the reader a practical approach which allows structuring an action plan that, in this case, will be explicated for the field of CoPs. Identification and measurement of assets based on information and knowledge and the processes carried out towards its improvement create the convergence of the dynamic of intellectual capital and the afore-mentioned knowledge governance as complementary subjects for an appropriate exploitation and monitoring of the impact which the organizational fostering of this strategic-reality has on business.

Managing Intellectual Capital and Intellectual Property within Software Development Communities of Practice

2009 ◽  
pp. 804-816
Author(s):  
Andy Williamson ◽  
David M. Kennedy ◽  
Ruth DeSouza ◽  
Carmel McNaught
Keyword(s):  
Intellectual Property ◽  
Software Development ◽  
Communities Of Practice ◽  
Intellectual Capital ◽  
Educational Software ◽  
Professional Groups ◽  
Software Teams ◽  
Development Teams ◽  
Software Development Teams ◽  
Do So

In this article, we will develop a framework for educational software development teams that recognizes the conflicts and tensions that exist between the different professional groups and will assist software teams to recognize the intellectual capital created by individuals and teams. We will do so by recognizing the inherent relationship between the tangible elements of intellectual property and the intangible organizational assets that form the basis of intellectual capital and by discussing how knowledge generated by a project team can become an explicit asset.

Managing Intellectual Capital and Intellectual Property within Software Development Communities of Practice

2011 ◽  
pp. 364-374
Author(s):  
Andy Williamson ◽  
David M. Kennedy ◽  
Ruth DeSouza ◽  
Carmel McNaught
Keyword(s):  
Intellectual Property ◽  
Software Development ◽  
Communities Of Practice ◽  
Intellectual Capital ◽  
Educational Software ◽  
Professional Groups ◽  
Software Teams ◽  
Development Teams ◽  
Software Development Teams ◽  
Do So

In this article, we will develop a framework for educational software development teams that recognizes the conflicts and tensions that exist between the different professional groups and will assist software teams to recognize the intellectual capital created by individuals and teams. We will do so by recognizing the inherent relationship between the tangible elements of intellectual property and the intangible organizational assets that form the basis of intellectual capital and by discussing how knowledge generated by a project team can become an explicit asset.

scholarly journals Using communities of practice towards the next level of knowledge-management maturity

2012 ◽  
Vol 14 (1) ◽  
Author(s):  
Lameshnee Chetty ◽  
Martie Mearns
Keyword(s):  
Knowledge Management ◽  
Communities Of Practice ◽  
Intellectual Capital ◽  
Positive Impact ◽  
Maturity Model ◽  
Learning Organisation ◽  
Organisational Knowledge ◽  
Level Of Knowledge ◽  
The Impact ◽  
Organisation Culture

Background: Effective communities of practice undoubtedly impact organisations’ knowledge management and contribute towards building a learning-organisation culture. Communities of practice represent an environment conducive to learning and for exchanging ideas, and they are a formal learning forum. However, the level of organisational learning to which communities of practice contribute is difficult to measure.Objectives: The research was conducted to analyse the impact of communities of practice on building a learning organisation. The organisational system, culture and people offer the key towards leveraging knowledge as a strategic resource in a learning organisation. The awareness of the organisation concerning knowledge management was measured on a replicated knowledge management maturity model.Method: The organisational knowledge base was analysed prior to the implementation of the communities of practice and was compared to the situation three years later. The research was based on experiential learning cycles that consisted of five consequential but perpetual stages,namely reflect, plan, act, observe and reflect again.Results: The results indicated that communities of practice were instrumental in leveraging the organisation to the next level in the knowledge-management maturity model. A collaboration framework was developed for each business unit to work towards a common goal by harnessing the knowledge that was shared.Conclusion: Although a positive impact by communities of practice is visible, an instrument for the measurement of intellectual capital is necessary. It is recommended that the monetary value of knowledge as an asset is determined so that the value of the potential intellectual capital can be measured.

Sign in / Sign up

Export Citation Format

Share Document