Value creation: the future of knowledge management

2008 ◽  
Vol 23 (3) ◽  
pp. 283-294 ◽  
Author(s):  
CHALEE VORAKULPIPAT ◽  
YACINE REZGUI
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Value Creation ◽  
Knowledge Creation ◽  
Societal Values ◽  
Societal Challenges ◽  
Holistic Understanding ◽  
Knowledge Value

AbsractThe paper provides a review of knowledge management (KM) literature with a focus on recent value creation trends of the KM discipline. The review spans a large spectrum of KM research ranging from the ‘soft’ (socio-organizational) to technical dimensions of KM, published in the academic and trade literature. An interpretive stance is adopted so as to provide a holistic understanding and interpretation of organizational KM research and models. Value creation is grounded in the appropriate combination of human network, social capital, intellectual capital, and technology assets, facilitated by a culture of change. It is argued that to be effective organizations need not only to negotiate their migration from a knowledge sharing to a knowledge creation culture, but also to create sustained organizational and societal values. The latter form the foundation of the proposed ‘knowledge value creation’ concept and represent key organizational and societal challenges faced by modern organizations.

Developing a conceptual framework of knowledge management

2019 ◽  
Vol 11 (1) ◽  
pp. 139-160 ◽  
Author(s):  
Rayees Farooq
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Theoretical Model ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Value Creation ◽  
Organizational Memory ◽  
Learning Orientation ◽  
Knowledge Reuse ◽  
Content Type

Purpose Knowledge management is a function of learning orientation, knowledge sharing, organizational memory and knowledge reuse. This paper aims to endeavor to explore a link between knowledge management and value creation which seem to be fragmented in the literature due to various conceptualizations and meanings. The study hypothesized a moderating role of social capital on the relationship between knowledge management and value creation. Design/methodology/approach The study was approached from the theoretical perspective. Study thoroughly reviews and analyzes the literature by developing a link between knowledge management and value creation. The studies were explored from selected databases including “Google scholar”, “Emerald” and “ProQuest” using the keyword search, namely, “Knowledge Sharing”, “Learning Orientation”, “Organizational Memory”, “Knowledge Re-use”, “Knowledge Management”, “Knowledge-based View”, “Competitive Advantage”, “Value Creation” and “Social Capital” to reduce the interpretation bias. Findings Knowledge management is an important predictor of value creation which can be strengthened by developing strong interpersonal relationships with all stakeholders. Organizations can create competitive advantage by managing social capital through knowledge management processes including learning orientation, knowledge sharing, organizational memory and knowledge reuse. Research limitations/implications The study is based on a theoretical model and an apparent limitation is the non-existence here of contributions and discussions that have been based on empirical data. Future study may use other moderating and mediating variables such as industry type, market orientation, human capital and organizational climate to know whether knowledge management directly affects the value creation or indirectly through these variables. The hypotheses emerged from the model can be operationalized by generating the items from the review of the literature. Originality/value The study contributes to the knowledge management literature by developing a theoretical model of knowledge management based on underlying dimensions of learning orientation, knowledge sharing, organizational memory and knowledge re-use.

Knowledge management and intellectual capital as a paradigm of value creation

2002 ◽  
Vol 21 (4) ◽  
pp. 229-240
Author(s):  
P.N. Rastogi
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Value Creation ◽  
Dynamic Configuration ◽  
Dynamic Architecture ◽  
The Core ◽  
System A ◽  
Business System ◽  
Inclusive Concept

Any enterprise can potentially grow profitably through its management of knowledge for intellectual capital. For this purpose, it however, needs to craft an innovative and viable design of its business system. A business system design (BSD) comprises a dynamic architecture which is isomorphic across firms in space and time. A dense dynamic nexus of social capital, human capital and knowledge management – the knowledge management nexus (KMN) – forms the core of BSD. KMN continually rationalises and revitalises the BSD. An inclusive concept of knowledge spectrum as the quintessential resource for value creation is elaborated briefly in terms of its dynamic configuration. A firm's intellectual capital (IC) is seen as the resultant of its KMN. IC represents a firm's meta-capability toward overcoming challenges and exploiting opportunities in its continual pursuit of value creation. A synoptic overview of the KM-IC paradigm is outlined. It provides mental firepower to radically rethink businesses as experiments and exercises in value creation.

The effect of knowledge management on intellectual capital, social capital, and firm innovation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahdi Salehi ◽  
Mohammad Ali Fahimi ◽  
Grzegorz Zimon ◽  
Saeid Homayoun
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Chief Executive Officers ◽  
Structural Equation ◽  
Chief Executive ◽  
Equation Modeling ◽  
Capital Social ◽  
Manufacturing Companies ◽  
Content Type

Purpose This study aims to analyze the literature on knowledge management on intellectual capital, social capital and its contribution to Iranian companies’ innovation. Design/methodology/approach To investigate knowledge management’s relationship on intellectual capital, social capital and innovation, using structural equation modeling based on data collected from 205 chief executive officers, production managers and marketing managers of Iranian companies. The research instrument is a standard questionnaire consisting of 109 questions in which 5 of them are demographic questions, 26 questions were asked to reveal the knowledge management process, 40 questions for intellectual capital, 21 for social capital and 17 for innovation. Findings The results show that knowledge management has a positive and significant relationship between intellectual capital and social capital. Knowledge management did not have a significant effect on innovation. However, intellectual capital and social capital have a significant effect on innovation. On the other hand, knowledge management mediated by intellectual capital and social capital has a positive and significant indirect effect on innovation. Originality/value The paper includes the implications for developing knowledge management and intellectual, social capital leading to innovation in manufacturing companies. Knowledge management can improve the innovation performance of a company if it is shared and applied effectively. This study addresses an important subject and the findings may be used by professionals and managers or another person interested in advancing knowledge management that leads to innovation.

scholarly journals A Correlation Study between Social Capital and Knowledge Management with Emphasis on the Human Capital - The Case Study: Payame Noor University of Hormozgan (Bandarabbas)

2016 ◽  
Vol 12 (6) ◽  
pp. 116
Author(s):  
Mansooreh Dastranj
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Creation ◽  
Significant Relationship ◽  
Correlation Study ◽  
Knowledge Transmission ◽  
Five Dimensions ◽  
Transmission Of Knowledge

<p>Universities because of the importance and position they play in the every countries’ socio-economic development, require attention to personnel social capital at the university, because the social capital, makes effective knowledge management possible.</p><p>With respect to the importance of social and human capital and knowledge management, the present study was done to explore the relationship between social capital and knowledge management with emphasis on the human capital.<strong> </strong></p><p>This research is survey- descriptive of correlation type and the required data were collected through library-field. The subjects in this study consist of Payame Noor University staff of Hormozgan province.</p><p>In this study, 54 staff of Bandar Abbas Payame Noor University were selected through random sampling. After gathering the required data through knowledge management questionnaire, knowledge management processes were measured based on the five dimensions such as the capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. In order to provide for the reliability of the questionaire cronbachs alpha was used. In order to check the significance of the difference between responses descriptive and inferential statistics such as regression, one way anova and t test were run using SPSS version 20. The result show that the staff means score of knowledge management was 76/66±20/48. The result shows that there was a significant relationship between social capital and knowledge management. Also there was a significant relationship between social capital and the five components of knowledge management such as capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. Also there was a significant relationship between human capital and the component of knowledge management.</p>

Relationship Among the Dimensions of Knowledge Management from the Viewpoint of Social Capital Based on Interpretive Structural Modelling (A Case Study)

2015 ◽  
Vol 14 (03) ◽  
pp. 1550024 ◽  
Author(s):  
Houshang Taghizadeh ◽  
Abdolhossein Shokri
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Decision Makers ◽  
Statistical Population ◽  
Leadership And Management ◽  
The Social ◽  
Social Capital Perspective ◽  
Internal Relationships

The main purpose of the present research is to identify the internal relationships among the dimensions of knowledge management from the viewpoint of social capital. The statistical population includes 50 Professors and experts in the field, who have been defined as connoisseurs. The data have been collected through the use of the researcher-designed questionnaire. The validity of the questionnaire was confirmed by content validity, and its reliability was determined by test–retest method. The results indicate that the dimensions of knowledge management, from the social capital perspective, have relatively strong, reciprocal systemic relations with each other. Among the dimensions of knowledge management studied in the research, the "leadership and management" dimension has been identified as the strongest dimension from the viewpoint of leading power, and the "intellectual capital" has been recognised as having the highest rate of dependence on the other dimensions of knowledge management regarding the social capital of knowledge management. The results obtained from the identification and evaluation of the systematic relations can be used as a guide by managers and decision-makers in designing strategic programs concerning knowledge management within the organisation while having social capital in mind.

Knowledge Management

2018 ◽  
pp. 232-261 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organizational Factors ◽  
Knowledge Mapping ◽  
Sustainable Competitive Advantage ◽  
Process Technology

This chapter indicates the overview of Knowledge Management (KM); KM and innovation; KM and human capital; KM and social capital; KM and Human Resource Management (HRM); the significant perspectives on KM; and the advanced issues of knowledge transfer, knowledge sharing, and knowledge mapping. KM is the advanced method toward better organizational performance through knowledge transfer and knowledge sharing, and involves various organizational factors, such as people, process, technology, and culture. Utilizing KM can enhance the execution of innovation, human capital, social capital, decision making, and HRM in modern organizations. Regarding KM perspectives, creating and distributing new knowledge through effective knowledge transfer and knowledge sharing have the potential to increase organizational performance and gain sustainable competitive advantage in the knowledge era.

On Leadership, Intellectual Capital Creation and IT Governance

2011 ◽  
pp. 143-156
Author(s):  
David O’Donnell ◽  
Lin Guo
Keyword(s):  
United States ◽  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
It Governance ◽  
The United States ◽  
Pragmatic Argument

This chapter positions a discussion of intellectual capital, governance, IT and leadership in the context of a resource-based and dynamic capabilities view of the firm. It then discusses in very pragmatic terms how leadership may be associated with IT governance and both knowledge sharing and knowledge creation from a micro-practices perspective. The chapter then presents four vignettes on the experiences of exemplary pioneering leaders to illustrate this argument. The leaders chosen are Leif Edvinsson of Scandia in Sweden, Robert Buckman of Buckman Laboratories in the United States, Hu Gang of NCD in China, and Lars Kolind of Oticon in Denmark. The chapter concludes with the pragmatic argument that leadership matters.

Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization

2019 ◽  
Vol 23 (6) ◽  
pp. 1105-1135 ◽  
Author(s):  
Anirban Ganguly ◽  
Asim Talukdar ◽  
Debdeep Chatterjee
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Innovation Capability ◽  
Content Type ◽  
Primary Survey ◽  
Knowledge Quality ◽  
Tacit Knowledge Sharing

Purpose Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive advantage. This paper aims to concentrate on the role of tacit knowledge sharing in fostering innovation capability of an organization. Specifically, the study considers social capital (relational, cognitive and structural) as an important precursors to tacit knowledge sharing, which in turn, influences innovation capability of an organization. The study further discusses the role that knowledge reciprocation plays in successful tacit knowledge sharing. The relation between knowledge quality and innovation capability is also discussed in the paper. Design/methodology/approach The investigation started with a review of extant literature in the field of knowledge sharing and innovation to derive a set of constructs. A set of hypotheses was developed based on the identified constructs, which was subsequently validated through a primary survey based on a structured questionnaire on a sample size of 190 respondents from the Indian industrial domain. The survey responses were subsequently analysed using the statistical technique of structural equation modeling and conclusions were drawn from the findings. Additionally, careful attention was paid in eliminating the common method bias, which is often associated with a primary survey. Findings A set of six hypotheses were derived based on the identified constructs and were subsequently validated. While validating the hypotheses, it was observed that while knowledge reciprocity, relational social capital and cognitive social capital was positive associated with tacit knowledge sharing, structural social capital did not have a significant effect on the same. Additionally, it was also observed that both tacit knowledge sharing and the quality of knowledge were positively associated with innovation capability. Practical implications The present day business marked by intense competition requires firms to be more aware of their innovative capabilities. Effective sharing of knowledge or information can be deemed as a vital component in achieving this objective. Organizations that practice and nurture innovation activities can use the findings of the current study as a part of their knowledge management strategy. In addition to using the explicit knowledge, which are structured in nature, organizations can also start using tacit knowledge to harness their innovation potential – and the findings from the current study can act as a motivational tool for them to do so. Originality/value Although there is a growing body of literature concerning the role of knowledge management in innovation, there still a dearth in discussing the role of tacit knowledge sharing in exploiting the innovation capability of an organization. The main discussion of this paper brings together a set of important constructs that exhibits the significant role that tacit knowledge sharing plays in determining the innovation capability of an organization. Furthermore, it tries to marry the concepts of social capital and tacit knowledge sharing with innovation capability, therefore adding significantly to the body of literature in knowledge management as well as innovation.

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