Intellectual capital, learning, and knowledge management in agrifood supply chains

2003 ◽  
Vol 3 (2) ◽  
pp. 75-80 ◽  
Author(s):  
Thomas Sporleder ◽  
H. Christopher Peterson
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Brand Equity ◽  
Corporate Strategy ◽  
Food System ◽  
Intangible Assets ◽  
Sustainable Competitive Advantage ◽  
Network Embeddedness ◽  
Tangible Assets ◽  
Evolutionary Phase

The dynamics of the food system are rapidly evolving so that intangible assets are relatively more important than tangible assets. This evolving shift in the basis of rivalry among firms puts increasing demands on corporate strategy. A future challenge for agrifood firms is to embrace strategy that includes, at least conceptually, knowledge as a strategic asset of a firm. Knowledge and its management are emerging in contemporary thought as a potential source of sustainable competitive advantage. This analysis begins by examining the next evolutionary phase in supply chain integration as a learning supply chain. Conceptually a learning supply chain offers the significant benefits of a truly agile, dynamic response capability for end-users and a fair distribution of returns to all chain participants. The focus then turns to the relationships between network embeddedness and the strategic mix between exploitation and exploration, using knowledge management logic. Managing knowledge for agrifood firms implies the creation and commercialization of intangible assets. The analysis indicates that significant intangibles in the form of brand equity may influence supply chain characteristics to strong ties and close networks. Some specific characteristics would be relatively high embeddedness, high social capital, more easily exchanged tacit knowledge, and higher levels of trust.

Strategic Knowledge Management System Framework for Supply Chain at an Intra-Organizational Level

2013 ◽  
pp. 142-163
Author(s):  
Cécile Gaumand ◽  
Alain Chapdaniel ◽  
Aurélie Dudezert
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Organizational Knowledge Creation ◽  
Role Of It ◽  
Strategic Knowledge Management ◽  
The Web

In the Web 2.0 and organization 2.0 era, implementing Knowledge Management Systems (KMS) in Supply Chain (SC) in companies should contribute to gain sustainable competitive advantage. Using a case-study in an Italian SME (BONFIGLIOLI), this chapter seeks to propose new processes and recommendations to design and operate an efficient KMS for a SC at an intra-organizational level. This case study shows in particular the role of IT as an artifact implying individuals in organizational knowledge creation. It also shows that implementing KMS in SC makes SC actors change their cognitive scheme and work practices and calls for a new role of middle management.

An Efficiency Model for Assessing Intellectual Capital

2021 ◽  
pp. 84-91
Author(s):  
Aleksey Myasoedov
Keyword(s):  
Intellectual Capital ◽  
Intangible Assets ◽  
Knowledge Society ◽  
Favorable Effect ◽  
Sustainable Competitive Advantage ◽  
Economic Wealth ◽  
Tangible Assets ◽  
Key Factor ◽  
Essential Resource ◽  
Knowledge Intensive

Today we live in a knowledge society, a society shaped by the information revolution and developed by communication technologies. At the dawn of the new era, the concept of intellectual capital was first used to explain the importance of intellectual resources - such as information, knowledge, and experience - in the modern economy. Today, intellectual capital is a key factor in the company's profitability and has become an essential resource for creating economic wealth. In this environment, intellectual capital and intangible assets are fundamental to success. Intellectual capital consists of intangible assets that, when properly used, become a source of sustainable competitive advantage. To create value, the components of intellectual capital must interact. The assessment of intellectual capital is an important activity for any organization operating in a competitive market, and involves the achievement of intangible assets, but at a lower cost. The interest in measuring intellectual capital was caused by the fact that accounting, as it is currently practiced, has largely lost its information capacity as enterprises have become more and more knowledge-intensive. Traditional valuation methods based on accounting principles, where the value of a company's assets is a fraction of the value, have systematically undervalued companies. The existence of non-financial standards is critical to the company's value creation, as the accounting rules, under constant review, were originally developed for tangible assets, which are a source of wealth in the industrial period. In the literature, the assessment of intellectual capital is considered in different ways, with many approaches developed over time based on research and research, most of which are aimed at improving the performance of an organization, measured by different tools. This article is a synthesis of the most well-known models used to evaluate intellectual capital and its subsequent implementation in the case of Company X. The results obtained confirm the hypothesis that the intellectual capital of a company has a favorable effect on the results of the organization's activities and may indicate future competitiveness.

Strategic Knowledge Management System Framework for Supply Chain at an Intra-Organizational Level

2012 ◽  
pp. 475-495
Author(s):  
Cécile Gaumand ◽  
Alain Chapdaniel ◽  
Aurélie Dudezert
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Organizational Knowledge Creation ◽  
Role Of It ◽  
Strategic Knowledge Management ◽  
The Web

In the Web 2.0 and organization 2.0 era, implementing Knowledge Management Systems (KMS) in Supply Chain (SC) in companies should contribute to gain sustainable competitive advantage. Using a case-study in an Italian SME (BONFIGLIOLI), this chapter seeks to propose new processes and recommendations to design and operate an efficient KMS for a SC at an intra-organizational level. This case study shows in particular the role of IT as an artifact implying individuals in organizational knowledge creation. It also shows that implementing KMS in SC makes SC actors change their cognitive scheme and work practices and calls for a new role of middle management.

scholarly journals Causal linkages between supply chain management practices and performance

2015 ◽  
Vol 26 (5) ◽  
pp. 678-702 ◽  
Author(s):  
Uche Okongwu ◽  
Franck BRULHART ◽  
Btissam Moncef
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Financial Performance ◽  
Management Practices ◽  
Corporate Strategy ◽  
Intangible Assets ◽  
Supply Chain Design ◽  
Chain Management ◽  
Content Type ◽  
Extant Literature

Purpose – Today, supply chain design and management constitute a major source of competitive advantage for firms. The purpose of this paper is to empirically investigate, from a balanced scorecard strategy map (BSSM) perspective, the types of linkages through which supply chain management practices (SCMPs) impact on financial and non-financial performance, and consequently lead to the achievement of the firm’s strategic objectives. Design/methodology/approach – This study is carried out in two stages. First, based on the survey data collected from 450 French industrial firms (with a return rate of 20.2 per cent), structural equation modelling (SEM) is used to test eight hypotheses that are formulated through the discussion of previous theoretical and empirical findings in extant literature. Then, based on the framework of the BSSM, the SEM results are used to discuss the linkages between SCMPs and firm performance. Findings – After confirming some of the relationships already observed in extant literature, the results show that there are many strategic paths (of different nature) that link SCMPs and other intangible assets to financial performance. Practical implications – The results of the study constitute a practical contribution that would guide managers in the strategic alignment of their firm’s supply chain initiatives with corporate strategy. The authors argue that when implementing supply chain management initiatives, managers should pay particular attention to how intangible assets act as mediating factors in the achievement of the firm’s financial objectives. The BSC framework that the authors propose can also be used by researchers to investigate causal linkages between intangible and tangible assets. Originality/value – There are few studies that adopt an extensive multidimensional approach by looking simultaneously at both upstream and downstream linkages of the supply chain whilst taking into account many performance measures. Using the BSSM framework, this paper proposes eight types of linkages that could lead to the achievement of the firm’s strategic goals.

Investment in Transaction-Specific Assets and Opportunistic Behavior in a Chinese Supply Chain

2012 ◽  
pp. 675-701
Author(s):  
Xiande Zhao ◽  
Yi Liu ◽  
Liping Qian ◽  
Barbara Flynn
Keyword(s):  
Supply Chain ◽  
Transaction Cost Economics ◽  
Intangible Assets ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Opportunistic Behavior ◽  
Tangible Assets ◽  
Unethical Behaviors ◽  
The Relationship

This chapter addresses the relationship between a supplier and the manufacturers that it serves, from the perspective of transaction cost economics theory (TCE). TCE deals with relationships between organizations, such as customers, manufacturers and suppliers. It states that investment in transaction-specific assets opens the door for opportunistic behavior by an organization’s partners. Interpreted from the perspective of a supplier, the supplier’s investments in transaction-specific assets, such as dedicated plant and equipment, workforce with transaction-specific skills and the development of transaction-specific relationships, will lead to opportunistic behavior on the part of the manufacturers that they serve, providing an environment where behaviors intentionally designed to take advantage of the supplier will flourish. Because the supplier will not be able to redeploy those investments to a different manufacturer if the relationship is discontinued, manufacturers will be motivated to capitalize on this vulnerability by employing behaviors such as seeking unfair price concessions, sharing proprietary information with competitors or other unethical behaviors. This study advances the application of TCE to the context of supply chain management by breaking investments in transaction-specific assets into investments in transaction-specific tangible assets, such as plant and equipment, and transaction-specific intangible assets, such as relationships and the development of human resources, and examining their impact on opportunistic behavior separately. These relationships are examined using a survey of 230 suppliers in the household appliances industry in China. Hierarchical regression analysis revealed that there was a positive relationship between suppliers’ investment in transaction-specific tangible assets and opportunistic behavior by the manufacturers that they serve, but that there was a negative relationship between suppliers’ investments in transaction specific intangible assets and opportunistic behavior by their manufacturers. The moderating role of contracts and relational norms was also examined.

Investment in Transaction-Specific Assets and Opportunistic Behavior in a Chinese Supply Chain

2011 ◽  
pp. 71-97
Author(s):  
Xiande Zhao ◽  
Yi Liu ◽  
Liping Qian ◽  
Barbara Flynn
Keyword(s):  
Supply Chain ◽  
Transaction Cost Economics ◽  
Intangible Assets ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Opportunistic Behavior ◽  
Tangible Assets ◽  
Unethical Behaviors ◽  
The Relationship

This chapter addresses the relationship between a supplier and the manufacturers that it serves, from the perspective of transaction cost economics theory (TCE). TCE deals with relationships between organizations, such as customers, manufacturers and suppliers. It states that investment in transaction-specific assets opens the door for opportunistic behavior by an organization’s partners. Interpreted from the perspective of a supplier, the supplier’s investments in transaction-specific assets, such as dedicated plant and equipment, workforce with transaction-specific skills and the development of transaction-specific relationships, will lead to opportunistic behavior on the part of the manufacturers that they serve, providing an environment where behaviors intentionally designed to take advantage of the supplier will flourish. Because the supplier will not be able to redeploy those investments to a different manufacturer if the relationship is discontinued, manufacturers will be motivated to capitalize on this vulnerability by employing behaviors such as seeking unfair price concessions, sharing proprietary information with competitors or other unethical behaviors. This study advances the application of TCE to the context of supply chain management by breaking investments in transaction-specific assets into investments in transaction-specific tangible assets, such as plant and equipment, and transaction-specific intangible assets, such as relationships and the development of human resources, and examining their impact on opportunistic behavior separately. These relationships are examined using a survey of 230 suppliers in the household appliances industry in China. Hierarchical regression analysis revealed that there was a positive relationship between suppliers’ investment in transaction-specific tangible assets and opportunistic behavior by the manufacturers that they serve, but that there was a negative relationship between suppliers’ investments in transaction specific intangible assets and opportunistic behavior by their manufacturers. The moderating role of contracts and relational norms was also examined.

scholarly journals The Impact of Intellectual Capital on the SMEs Performance: A Study of the Romanian Central Region SMEs

2021 ◽  
Vol 16 (1) ◽  
pp. 198-209
Author(s):  
Ramona Todericiu
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Business Performance ◽  
Intangible Assets ◽  
Sustainable Competitive Advantage ◽  
Economic Competition ◽  
Start Up ◽  
Tangible Assets ◽  
The Impact

Abstract The 21st century is the century of change and maybe one of the most important changes in the organizations’ life is the transition from focusing on the development of the tangible assets to the development of the intangible assets and the interest for attracting human resources capable to generate performance. The survival of many companies depends on their willingness and capacity to adapt to such changes. (Abdulaali, 2018) In this dynamic and complex economic system, the intangible assets of organizations become primary, being decisive for the organizations’ performance. In the new economic competition, intangible assets provide a sustainable competitive advantage, intellectual capital and intangible assets representing the key factor in company profitability and success. In the knowledge based society, intellectual capital has more value for organizations than tangible assets and knowledge becomes a permanent source of competitiveness (Bhatti, Zaheer, 2014). It is considered by specialists a valuable and strategic resource, since the success of organizations depends on creating, discovering, storing, disseminating, measuring and developing knowledge. The main objective of the research presented in this paper is to offer an overview on the specific problems and needs of the entrepreneurs financed through the Romania Start-up Plus programme, part of Start-UP Hub: The Entrepreneurs Laboratory Cod SIMS: 105648. A primary target of this research is to examine the components of intellectual capital and the way in which the intellectual capital influences the small business performance. The majority of the researchers agree that intellectual capital is directly connected to the performance of the SMEs sector. The results of our analysis shows the fact that intangible assets influence business development in various ways, such as increasing competitive advantage, expanding employee competency and improving organizational performance.

Competitive Uses of Information and Knowledge Management Tools

2013 ◽  
Vol 3 (1) ◽  
pp. 71-87 ◽  
Author(s):  
Alan D. Smith
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Knowledge Worker ◽  
High Volume ◽  
Sustainable Competitive Advantage ◽  
Operational Effectiveness ◽  
Management Tools ◽  
Control Center ◽  
Global Recession ◽  
Supply Chain Dynamics

This paper examined and defined knowledge management and outline how large privately held supermarket chain has used this strategy in the current global recession to achieve a sustainable competitive advantage through effective use of its supply chain dynamics. Examples of IT tools and practices on managing the knowledge worker, applying technological tools to assist with supply chain management (SCM) strategy will be discussed. Some of the current applications include: KnowAsis™, SoftGrocer™, Global Command and Control Center (GC3), and RFID technologies. It was found that via proper management of KM-based initiatives and associated SCM and IT applications, the company has been able to increase its operational effectiveness and operate in more a lean manner, resulting in increased productivity and improved quality. The strategic leveraging of knowledge-based systems provides an appropriate comparison and benchmark on the richness of sharing knowledge within a high-volume, low-profit margin retail environment.

The Effect of Underreaction and Overreaction of Firm Stocks to Firm Valuation: Data from the Indonesian Stock Exchange

2019 ◽  
Author(s):  
Yohanes Indrayono
Keyword(s):  
Behavioral Finance ◽  
Firm Value ◽  
Intangible Assets ◽  
Stock Exchange ◽  
Investor Sentiment ◽  
Firm Valuation ◽  
Good News ◽  
Industrial Sectors ◽  
Tangible Assets ◽  
Firm Profitability

<p>This study contributes to the on-going studies on behavioral finance by providing a case study on underreaction and overreaction of firm stocks to firm valuation. We use the Model of Investor Sentiment (Barberis et al., 2005) to evaluate underreaction and overreaction behavior and reflect on specific findings in the Indonesian market. The result of the study is most of the stocks in the Indonesian Stock Exchange are more overreaction to the news of firm financial statements. Firms on the industry with more intangible assets measure more overreaction than firms on industries with more tangible assets. For stocks with overreaction, the stock firm value is positively affected by a change in the total assets and profitability, but not by change of book value. The result concretized no evidence that firm stocks overreacted to the news more than underreacting. In stock industrial sectors, the financial institutions and wholesale industry stocks demonstrated remarkable overreactions. Nonetheless, automotive, building construction, food and beverage as well as cement evidenced more underreaction. For better return in financial markets, investors may buy stocks of the firm on industry with more tangible assets when there is no good news about the increasing firm profitability and sales; nonetheless, they should buy stocks of the firm on industry with more intangible assets when there is no lousy news about the increasing firm profitability and sales. </p>

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