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.

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.

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.

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 - An Enabler for SNAME & Naval Architects

2014 ◽  
Author(s):  
Nicholas Parkyn
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Competitive Advantage ◽  
Value Creation ◽  
Value Proposition ◽  
Engineering Process ◽  
The Core ◽  
Key Factor ◽  
Knowledge Structuring ◽  
Naval Architect

Introduction A Knowledge Management System is a valuable tool for the Naval Architect or Marine Professional. It plays an important role in transforming the data to information and information to knowledge which is known as the transformation lifecycle. Knowledge Management is a key factor for creating value and competitive advantage. A common approach to knowledge structuring facilitates the sharing of knowledge and collaboration with others, based on knowledge sharing, which increases the value proposition of organizations like the SNAME. “The transformation of information into knowledge is a critical one, lying at the core of value creation and competitive advantage” – Stewart 2001 Positioning Knowledge Management can be applied in many different ways related to the specific requirements of organizations, societies, companies and individuals. National Shipbuilding Research Program (NSRP) has done extensive work in the area of Knowledge Aware Engineering to enable: - Active Delivery Relevant Knowledge - Cultivation of Technical Memory - Enablement of Engineering Decision Support - Integration into the Engineering Process - Supports for standards, heuristics and best practices.

The evolution of the intellectual capital concept and measurement

2018 ◽  
Vol 13 (1) ◽  
Author(s):  
Daniela Oliveira ◽  
Daniele Nascimento ◽  
Kimiz Dalkir
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Nuclear Research ◽  
Two Dimensions ◽  
Future Research ◽  
Technology Knowledge ◽  
The Individual ◽  
The Relationship ◽  
The Ideal

This paper presents two dimensions of intellectual capital (IC): the concept itself and the measurement of IC. In the conceptual section, the importance of IC for competitive advantage and its evolution from practice to academia is discussed. The number and diversity of IC models is considered and their points in common are drawn out: namely, three categories, representing the individual, the collectivity and the relationship perspectives. The importance of social capital for the organization’s survival in the current economic environment is explained, a related bibliometric analysis is reported and an IC model acknowledging this component is suggested. The advent of new kinds of capital is explored and a perspective for their integration with the IC model is proposed. In the measurement section, the foundations of IC measurement and different metrics are discussed. A list of factors to be considered for the choice of the ideal set of metrics is presented. The ResultsBased Management and Accountability Framework is explained and the evaluation of the Canadian Chemical, Biological, Radiological and Nuclear Research and Technology knowledge management initiative is given as an example. Recommendations to the reader on how to build their own assessment strategy are made and, in conclusion, future research venues are suggested.Keywords: Intellectual capital. Intellectual capital models. Intellectual capital bibliometrics. Google trends. Intellectual capital metrics. Results-based management and accountability framework. Logic model.Link: http://revista.ibict.br/ciinf/article/view/4054/3573

Measuring and Managing Intellectual Capital for both Development and Protection

2011 ◽  
pp. 254-267
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Intellectual Capital ◽  
Additional Data ◽  
Competitive Intelligence ◽  
Strategic Decisions ◽  
Knowledge Assets ◽  
The Core ◽  
Intelligence Activity ◽  
Core Metrics

This chapter considers the strategic management of intellectual capital, balancing the need to develop knowledge assets with the need to protect them. In making more strategic decisions, metrics on the level of intellectual capital and degree of knowledge management necessary to compete in an industry are required, as are those on the threat from competitive intelligence activity. The authors develop the case for appropriate metrics that accomplish these purposes, noting both potential and limitations. The authors also consider alternatives, additional data that could contribute to the usefulness and understanding of the core metrics, and provide suggestions for further research.

Intellectual Capital Components, Measurement and Management

2010 ◽  
pp. 1-38
Author(s):  
Babak Sohrabi ◽  
Iman Raeesi ◽  
Amir Khanlari
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Intangible Assets ◽  
Focus Of Attention ◽  
Competitive Edge ◽  
The Core ◽  
Organization And Management ◽  
Core Components ◽  
The Way

Intellectual Capital (IC) is neither a new phrase nor an old formally accepted term to measure the intangible assets of an organization. This concept has been used in different theories of organization and management. In the 1990s, the focus of attention dramatically changed from financial aspects and the techniques used for their measurement to the knowledge and intangible assets and the way businesses could manage them strategically in order to gain a competitive edge. By this way, IC has been recognized as one of the core components for managing and analyzing the strategic organizational intellectual capabilities, hence; to improve the quality of knowledge management (KM). The chapter aims to conceptually review and analyze the importance, definitions, components, and reporting mechanisms in the field of IC measurement and management.

Intellectual capital, knowledge management and social capital within the ICT sector in Jordan

2017 ◽  
Vol 18 (2) ◽  
pp. 437-462 ◽  
Author(s):  
Bushra Meaad Ramadan ◽  
Samer Eid Dahiyat ◽  
Nick Bontis ◽  
Mahmoud Ali Al-dalahmeh
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Acquisition ◽  
Intellectual Capital ◽  
Information And Communications Technology ◽  
Mediating Effect ◽  
Data Set ◽  
Content Type ◽  
Knowledge Intensive

Purpose The purpose of this paper is to empirically investigate the mediating effect of social capital (SC) on knowledge management (KM) and intellectual capital (IC). Design/methodology/approach A conceptual model of the connections between IC, KM, and SC was developed and the posited hypotheses were tested using a survey data set of 281 questionnaires collected from knowledge workers working in 72 information and communications technology companies operating in Jordan. Findings The findings show that knowledge documentation and knowledge transfer emerged as having the strongest effects on IC, followed by knowledge acquisition and knowledge creation, while knowledge application was found to have an insignificant effect. Also, knowledge transfer and knowledge acquisition emerged as the only two significant processes for the development of SC. Moreover, SC was found to partially and significantly mediate the effects of all processes on IC. Practical implications To promote the development of IC, particularly, in a knowledge-intensive business service (KIBS) sector, documentation, transfer, acquisition, and creation of knowledge are especially effective processes. Furthermore, SC can be significantly enhanced through ensuring effective internal knowledge transfer and acquisition practices. Nurturing IC in a knowledge-intensive context can also be significantly enhanced through looking at the firm as a cooperative knowledge-sharing entity, i.e. investing in SC. Originality/value This is the first empirical study that has examined the links among KM processes, SC, and IC in a KIBS sector within an “oil-poor,” “human resource-rich” Arab developing country context.

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