scholarly journals KNOWLEDGE MANAGEMENT IN A COMPANY

2013 ◽  
Author(s):  
Petrică Stoica ◽  
Ovidiu Leonard Turcu
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Capital ◽  
Organisational Learning ◽  
Intangible Asset ◽  
Capital Assets ◽  
New Knowledge ◽  
Innovation Capacity ◽  
Simple Activity ◽  
A Company

All organisations are primarily interested in maintaining and increasing intellectual capital assets, and knowledge management represents only a manner of supporting the satisfaction of this interest and of laying stress on this type of assets. A mistaken conception, according to which at the level of a company there is a finite knowledge store that can be “managed”, reflects nothing but the fact that, at the beginning, many companies have overlooked the general aim of their business. The intangible part is immaterial, difficult to describe, quantify and measure. The intangible asset has and creates value and that is why the evaluation of intellectual property does not represent a simple activity. From a modern viewpoint, organisational learning does not consist only in obtaining new knowledge, but also considers its employment in carrying out the activities of the company, and so it contributes to the generation of new knowledge. The success of companies depends on the personnel’s ability to understand, manipulate and develop information. In case of epistemic economy, the improvement of the innovation capacity, the creation of value and wealth are based on the division of knowledge.

E-Performance Systems

2011 ◽  
Vol 3 (1) ◽  
pp. 50-57
Author(s):  
Abdulaziz Al-Raisi ◽  
Saad Amin ◽  
Saad Tahir
Keyword(s):  
Performance Management ◽  
Intellectual Capital ◽  
Employee Performance ◽  
Organisational Change ◽  
Business Environment ◽  
Intangible Asset ◽  
Performance Management Systems ◽  
Tangible Asset ◽  
The Impact ◽  
A Company

Organizations are looking for solutions to manage and maximize the performance of their workforce. They recognize that there has been a shift in the business environment from a tangible asset economy to an intangible asset economy. The value of a company is comprised of employee knowledge, brand, and intellectual capital rather than inventories, goods, and machinery. As a result of this, organizations are relying on the technological solutions to monitor and improve employee performance and productivity. Several technological solutions such as Electronics Performance Management Systems (e-PMS) are being used by many organisations to monitor the performance. This paper attempts to assess the impact of e-PMS in the organisational change. A model is proposed based on empirical results.

scholarly journals Pengaruh Knowledge Management terhadap Performa Kinerja Organisasi: Studi Kasus pada PT Ericsson Indonesia

2012 ◽  
Vol 3 (1) ◽  
pp. 444
Author(s):  
Stephanus Stephanus
Keyword(s):  
Knowledge Management ◽  
Learning Environment ◽  
Human Resources ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Primary Determinant ◽  
And Performance ◽  
Or Organization ◽  
A Company

Human resources are the most important asset as the primary determinant of long-term corporate success. Therefore, any efforts to improve the effectiveness and performance of employees in a company or organization are also important factors in improving the the company's capacity of available Intellectual Capital. In addition, learning environment holds important implications for improving organizational performance in a company, especially when associated with knowledge Management that can be used as a learning enabler undertaken by their employees. This paper discusses the relationships between the learning environment and the increase of organizational performance associated with the company’s knowledge management.

Theoretical essence and component structure of the intellectual capital of the enterprise

2021 ◽  
pp. 10-19
Author(s):  
O. O. Punda ◽  
D. A. Arziantseva ◽  
N. P. Zakharkevych
Keyword(s):  
Intellectual Capital ◽  
Intangible Asset ◽  
Relational Capital ◽  
Sustainable Competitive Advantage ◽  
Organizational Capital ◽  
Component Structure ◽  
Stage Of Development ◽  
New Knowledge ◽  
Current Stage

The objective necessity and feature of the current stage of development of society is the creation of conditions for the formation and development of intellectual capital — a component that facilitates the transition to an innovative digital economy. Based on the study of scientific works of foreign scientists, the content of the category “intellectual capital” is determined, its component structure is investigated, which includes human capital, organizational capital and relations capital (relational capital). The legal bases of formation and disposal of intellectual capital through the use of separate contractual constructions are considered. It is determined that such agreements can be classified according to the criterion of the role played by this agreement in the structure of formation or use (disposal) of intellectual capital of the enterprise. It is proposed to define the intellectual capital of the enterprise as an intangible asset of the business entity formed on the basis of interaction of human, emotional, structural, organizational capital and capital relations, the synthesis of which allows to produce new knowledge, stimulates innovative development and enhances its competitiveness. Intellectual capital has been established to help organizations gain a sustainable competitive advantage, serving as a source of efficiency, value growth and business capitalization. The role of “green” intellectual capital as the basis for promoting sustainability in organizations is emphasized, its components and values for ensuring the effectiveness of activities are determined. The need for further research on the issues of assessing and identifying the possibilities of accounting for the value of the form of intellectual capital, including green intellectual capital, determining its impact on the results of the enterprise was emphasized.

scholarly journals The Japanese Model of Knowledge Management

2012 ◽  
Vol 4 (1) ◽  
pp. 7-16
Author(s):  
Grażyna Gierszewska
Keyword(s):  
Knowledge Management ◽  
Knowledge Production ◽  
Knowledge Creation ◽  
Explicit Knowledge ◽  
Organisational Learning ◽  
Practical Application ◽  
Japanese Management ◽  
Formal Knowledge ◽  
Seci Model ◽  
New Knowledge

Abstract The effectiveness of Japanese management methodologies is making them increasingly popular with business organisations all over the world. This paper aims to present one of the least known knowledge management theories: the knowledge creation model by I. Nonaka and H. Takeuchi. In their approach to the theory of organisational learning and knowledge creation, Nonaka and Takeuchi propose a categorisation of knowledge into tacit and explicit (formal) knowledge and explore the relationships between knowledge production, transfer and application; they also address the issue of applying existing and creating new knowledge. Presented SECI model captures the conversion of tacit knowledge into explicit knowledge in four steps: Socialisation, Externalisation, Combination and Internalisation. The paper examines case studies that illustrate the practical application of the processes.

scholarly journals A Study on the Impacts of Intellectual Capitals on Organizational Performance: The Intellectual Property Office in Korea

2008 ◽  
Vol 22 (2) ◽  
pp. 89-108
Author(s):  
Jeon Byul ◽  
Moon Kwang Min ◽  
Jeong Youn Baek ◽  
Sohn Ho Sung
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Intellectual Property ◽  
Organizational Performance ◽  
Empirical Research ◽  
Intellectual Capital ◽  
Relational Capital ◽  
Structural Capital ◽  
Intellectual Capital Management ◽  
Operational Methods

This study analyzes the impacts of the intellectual capitals of the Korea Intellectual Property Office (KIPO) on organizational performance. In particular, the following have been analyzed: how KIPO's human capital, structural capital, and relational capital affect the activities of the organization's knowledge management; to what degree the levels of knowledge management activities affect the organization's performance; and to what extent the organization's performance varies in accordance with KIPO's intellectual capital levels. This study conducted empirical research and analysis of how the intellectual capitals that KIPO possesses activate knowledge management activities, and which intellectual capitals influence knowledge management and organizational performance. Furthermore, it derived strategic suggestions that can be used for making successful policy on intellectual capital management. The results of the study revealed that in order to enhance organizational performance, KIPO needs to make efforts to promote cognition on the importance of intellectual capitals that it holds, and adopt operational methods to raise the level of relational capitals.

scholarly journals A conceptual framework for the management of knowledge in a knowledge-based enterprise

2000 ◽  
Vol 31 (4) ◽  
pp. 141-148 ◽  
Author(s):  
Daniel F. Botha
Keyword(s):  
Knowledge Management ◽  
Conceptual Framework ◽  
Intangible Asset ◽  
Specific Knowledge ◽  
Knowledge Based ◽  
Processing Activity ◽  
Innovation Analysis ◽  
S Model ◽  
A Company ◽  
Value Judgement

Knowledge is at present recognised as a company's most valuable asset and strategic resource in the creation of a competitive advantage. The ability and capacity to manage this recently accentuated intangible asset is fast becoming the most emphasised and critical executive skill for the management of a knowledge-based enterprise. The action-oriented and changing characteristics of knowledge place it in the context of innovation, analysis, synthesis, creativity and value judgement. This study explores the possibility to describe a company knowledge profile that will sufficiently reflect the company's capacity and capability to act in the new knowledge economy. The application of the knowledge profile and certain specific knowledge processors to a knowledge processing activity to obtain a knowledge yield is examined. It is derived that the knowledge yield will not only comprise of new products and services but also of newly created knowledge. This assumption is tested against Nonaka et al.'s model for a knowledge-creating company. It is suggested that the newly created knowledge will, in turn, enhance the company's knowledge profile. The knowledge yield will subsequently reflect on the company's performance and market value. It is argued that certain elements, constructs and concepts on knowledge management could be presented as an integrative whole by a generic conceptual framework. Considerations to be taken into account when contemplating the implementation of knowledge management as a process is discussed.

scholarly journals Dampak Dimensi Intellectual Capital Terhadap Knowledge Management Pendamping Desa di Kabupaten Kerinci

2019 ◽  
Vol 4 (2) ◽  
pp. 220
Author(s):  
Ayu Esteka Sari ◽  
Salamah Salamah ◽  
Albetris Albetris
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Capital ◽  
National Development ◽  
Community Empowerment ◽  
Development Programs ◽  
Village Community ◽  
Development Goals ◽  
The Government ◽  
The Village

In the context of realizing national development goals, the government is paying maximum attention to rural development. The great attention to the countryside is based on the fact that the village is home to a large part of the Indonesian people. The position of the village and the village community is the basis of the life of the nation and state of Indonesia. Intellectual capital is the main strength in an organization, which includes information, technical practitioners, expertise, intellectual property. Village assistance is carried out by village assistants whose job is to assist villages in the implementation of village development and village community empowerment. The objectives of village assistance include: 1) increasing the capacity, effectiveness and accountability of village governance and village development; 2) increase the initiative, awareness and participation of the village community in participatory village development; 3) increase the synergy of inter-sectoral Village development programs; and 4) optimizing village local assets in an emancipatory manner

Organisational Learning Improvement by Using Knowledge Management System

2018 ◽  
Vol 24 (1) ◽  
pp. 267-272
Author(s):  
George Bucata ◽  
Marius Alexandru Rizescu
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Necessary Conditions ◽  
Organisational Learning ◽  
Knowledge Management System ◽  
Internal Dynamics ◽  
Knowledge And Skills ◽  
Learning Improvement ◽  
Sustainable Advantage ◽  
A Company

Abstract The only sustainable advantage an organization will have in the future is its ability to learn faster than its competitors. In the current environment characterized by globalization, competition and dynamism, the success of a firm depends on its ability to learn from its interactions with the environment, its internal dynamics and the experience of other firms, the knowledge and skills of its employees. Companies must provide the necessary conditions for creating and continuously updating knowledge and putting it into practice. The success of a company is therefore conditioned by the ability to acquire, encode and translate the knowledge as quickly as possible

scholarly journals The Effect of Intangible Asset On Competitive Advantage and Firm Performance; Study on Budget Accommodation in Semarang City

2021 ◽  
Vol 8 (2) ◽  
Author(s):  
Armania Putri Wardhani ◽  
Amie Kusumawardhani ◽  
Muhammad Ubaidillah
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Intangible Assets ◽  
Partial Least Square ◽  
Least Square ◽  
Intangible Asset ◽  
Analysis Tool ◽  
Innovative Capability

This research examines the effect of innovative capability, knowledge management and intellectual capital (intangible assets) on competitive advantage and firm performance (studies on budget accommodation in Semarang). The increasing number of hotels in Semarang city is an intriguing phenomenon; considering the background of the city itself for its lack of fame on its tourism business. However, it does not hinder investors’ intention to keep opening their businesses in the area of accommodation services. The results of the pre-research interview stated that the increasing competition made the occupancy level troubling for the accommodating service entrepreneurs, both budget accommodation and standard and upper-class hotels. This research processed 50 samples consisting of 1 - 3 star hotels, budget hotels (non-star ones) and guesthouses. The data collection method was collected by spreading out questionnaire form to the respondents. Furthermore, the data was processed using analysis tool known as Partial Least Square (PLS). This study concludes that innovative capability, knowledge management, and intellectual capital which are part of the intangible assets of the firm have a positive effect on competitive advantage. Furthermore, competitive advantage also has a positive influence on firm performance. This study provides managerial implications that budget accommodation service entrepreneurs are able to improve their competitive advantage and firm performance through understanding and managing their intangible assets.Keywords: firm performance, competitive advantage, innovative capability, knowledge management, intellectual capital.

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