Knowledge Networks, Crowds, and Markets

2018 ◽  
pp. 1-17
Author(s):  
Blanca C. Garcia
Keyword(s):  
Intangible Assets ◽  
Peer To Peer ◽  
Knowledge Networks ◽  
Knowledge Based ◽  
Urban Contexts ◽  
Creativity And Innovation

In some knowledge-based urban contexts, a new way of conducting creativity and innovation is already operating quasi-independently of the current money system. Its chief ingredients are intangible assets such as time, imagination, knowledge, initiative, and trust, to which money has quickly moved from primary to secondary concern. In this context, this chapter explores their links to emerging models of Commons and Peer-to-Peer (P2P) economies in order to frame a recent crowdfunding experience in the Mexico-Texas borderland.

scholarly journals Measurement of Intellectual Capital as Exemplified by Methods of Groups Based on the Roa Indicator and on Market Capitalization

e-Finanse ◽  
2017 ◽  
Vol 12 (4) ◽  
pp. 58-71
Author(s):  
Karolina Palimąka ◽  
Mateusz Mierzejewskl
Keyword(s):  
Intellectual Capital ◽  
Food Industry ◽  
Intangible Assets ◽  
Financial Statements ◽  
Point Of View ◽  
Market Capitalization ◽  
Knowledge Based ◽  
Theoretical Approaches ◽  
Knowledge Based Economy ◽  
Business Analysis

Abstract The concept of a knowledge-based economy is a relatively new topic, but it does not mean that the previous economies did not use knowledge. For many years, knowledge formed the basis of any economy, it was a factor that set the pace of each of them, but just nit is making a significant impact on the entrepreneurial environment, and more. Inherent KBE is the concept of intellectual capital. The article raises both theoretical approaches towards the concept of intellectual capital, and points to the importance (from the point of view of managing this intangible value in the company) -of measuring intellectual capital. The process of good management of the value of intangible assets must be supported by knowledge about, e. g.,its size, value, etc. The authors focus on presenting methods of measuring intellectual capital from two groups of methods by the classification made by K. E. Sveiby, who is considered one of the fathers of the IC concept. The goal of the article is to compare methods from these two groups in terms of their flaws and advantages as regards preparing business analysis. This is done through presentation of the topic, including the concept and methods of intellectual capital measurement, which was based on the review of the literature.Furthermore, based on financial statements of companies from the WIG- oil&gas index and WIG- food industry indexwaysof interpreting the final results are presented.

A rational approach to identify and cluster intangible assets

2015 ◽  
Vol 16 (4) ◽  
pp. 809-834 ◽  
Author(s):  
Franco M. Battagello ◽  
Michele Grimaldi ◽  
Livio Cricelli
Keyword(s):  
Business Performance ◽  
Intangible Assets ◽  
Mutual Influence ◽  
Building Blocks ◽  
Rational Approach ◽  
Content Type ◽  
Knowledge Based ◽  
Strategic Resources ◽  
Strategy Alignment ◽  
A Company

Purpose – This study is intended to work out a bottleneck in the comprehension of the relational nexus which links the set of key strategic resources (SRs) of a company, represented by the uncertain recognition and the ambiguous clustering of their intangible components. The purpose of this paper is to provide a candidate solution for a rational appraisal of the inventory of the knowledge-based resources held by a company, which synergically form its Intellectual Capital (IC). Design/methodology/approach – This goal is achieved by the means of a qualitative/quantitative approach composed of sequential phases, intended to: atomize the value domain of the firm into its basic building blocks; gauge their mutual interactions and impacts; re-aggregate those involved entities accordingly; cluster them into a collection of identified and validated Intangible Assets (IAs). Never giving any direct judgment on the IAs themselves (whose extension can be fuzzy or unknown). But on the impacts between the value drivers they are built on. Findings – The proposed procedure, step-by-step illustrated by means of a numerical simulation, out of the amorphous mass of the SRs, returns an analytic picture of its composing elements keeping track of their intertwined connections and mutual influence. Consequently, allowing the comprehension of the actual framing and of the relational positioning and magnitude of such entities. Practical implications – This risk-mitigated rational identification of IAs allows the analyst to target a proper evaluation technique on them. And the management of the company to mindfully allocate/leverage on them to improve business performance and strategy alignment. The implementation returns some analytic tools which render a diagnostic snapshot of the composing elements of the IC, increasing the awareness of such entities and allowing internal/external benchmarking. Originality/value – The suggested methodology mitigates the risk of discretionality in the definition of the perimeter of each target-entity, by avoiding any direct biased judgment on them. So that each asset gets unambiguously identified within a network-logic and the interlinked portfolio of knowledge-based resources can be assessed and managed in an rational and traceable way.

Performance measures and metrics for the creative economy

2014 ◽  
Vol 21 (1) ◽  
pp. 46-61 ◽  
Author(s):  
D. Steven White ◽  
Angappa Gunasekaran ◽  
Matthew H. Roy
Keyword(s):  
Performance Measures ◽  
Decision Makers ◽  
Creative Economy ◽  
Competitive Advantages ◽  
Regional Economies ◽  
Content Type ◽  
Developed Economies ◽  
Descriptive Research ◽  
Knowledge Based ◽  
Creativity And Innovation

Purpose – Creativity is becoming one of the most powerful sources of competitive advantage in the modern economy. As more developed economies progress from the tertiary (or service-based) level to the quaternary (or knowledge-based) level, successful nurturing of creativity and innovation provides competitive advantages for industries and countries alike. The paper aims to discuss these issues. Design/methodology/approach – Based on the extant literature, a set of performance measures and metrics for the creative economy is proposed. Findings – A conceptual framework for developing a creative economy is presented, and measures and metrics to be used as a managerial tool for controlling performance in creative economies are provided. Research limitations/implications – Although the measures and metrics presented are based on the best available research, they are not empirically tested. Thus, the measures and metrics must be considered speculative and descriptive research is needed to validate their utility. Practical implications – Utilizing the performance measures and metrics identified in this research provides policy and decision makers with a foundation on which to build their local or regional economies. Originality/value – The research as presented contributes to the literature on the creative economy and is unique in its contribution to said literature.

scholarly journals Culture-Based Creativity in the Regional Strategy of Development

Economics ◽  
2015 ◽  
pp. 1275-1293
Author(s):  
Oxana Karnaukhova
Keyword(s):  
Creative Industries ◽  
Creative People ◽  
Strategy Of Development ◽  
Knowledge Based ◽  
Social And Economic Development ◽  
Regional Specificity ◽  
New Ideas ◽  
Using Data ◽  
Creativity And Innovation ◽  
Young Researchers

In the knowledge-based society, economic growth depends on the implementation of new ideas. Creative people, creative industries, and creative economies are considered as the crucial drivers of the economic prosperity and change management. This chapter analyzes regional specificity of Russia in creation and support of creativity within social and economic development, using the Global Entrepreneurship Monitor, Impact Report, and the G20 Entrepreneurship Barometer. Using data from Inglehardt's World Values Survey, the analysis of cultural assignments in the decision-making in Russia will continue compared to diverse European practices. It will be a valuable basis for further exploration of collision between global economic systems, demands for creativity and innovation, internal Russian institutional and societal resources for support/rejection of innovation, and culturally indoctrinated behavioral patterns of young researchers and intellectual entrepreneurs, articulated as drivers of the new economy.

scholarly journals A Relational Foundation of Knowledge Production: Advice-Seeking in Knowledge-Based Organizations

2021 ◽  
Author(s):  
Máté Baksa
Keyword(s):  
Higher Education ◽  
Social Network ◽  
Knowledge Production ◽  
Explanatory Power ◽  
Education Institution ◽  
Knowledge Networks ◽  
Higher Education Institution ◽  
Business Services ◽  
Knowledge Based ◽  
Advice Seeking

In the past decade, the revolutionary advancement of technology brought the attention of academics and management practitioners to the innovative capability of organizations. Companies in knowledgeintensive industries increasingly focus on their ability of self-renewal and adaptation. Concurrently, organizational processes that support the amassment, management, sharing, and employment of knowledge have grown in importance. Organizational social network analysis provides the apparatus to explore knowledge networks in organizations by identifying relationships through which knowledge and information flow. Advice-seeking relationships have an essential role in knowledge production as they enable actors to acquire information, professional support, and knowledge elements they can recombine to form new knowledge. Advice-seeking always assumes trust between actors: by asking for help, one necessarily exposes their weakness to the other. What other relational conditions might there be of advice-seeking in organizational knowledge networks? What are the prerequisites for asking for help? In this paper, I examine the case of two knowledge-based organizations, both located in Hungary: (1) a business services center (390 employees) that offers professional services to B2B partners and (2) a higher education institution (583 employees). I analyzed data collected by a Budapest-based management consultancy that specializes in organizational social network research. I found that most independent variables were significant in the regression models. However, there was a notable difference between each variable’s relative explanatory power in the two cases. While process- and decisionrelated relationships seemed essential in the business services center, informal communication and interpersonal trust were more critical for advice-seeking relationships to form in the higher education institution.

Measuring and Valuing Knowledge-Based Intangible Assets

2011 ◽  
pp. 268-293 ◽  
Author(s):  
Steve Pike ◽  
Göran Roos
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Intangible Assets ◽  
Relationship Management ◽  
Future Research ◽  
Business Innovation ◽  
Practical Guide ◽  
Knowledge Based

This chapter offers a practical guide to the structure, taxonomy, measurement and use of intellectual capital (IC) in business. It traces the roots of IC and exposes and explains the remarkable lack of consensus that has been allowed to develop over the years and the methods used to try to measure it. In keeping with the practical, yet grounded, approach of the chapter, the chapter focuses on business innovation from an IC perspective. Most importantly, through a case study, the chapter introduces a practical means of measuring IC and modelling businesses predictively connecting soft issues such as human capital and relationship management with hard financial output. Recognising that IC is still an evolving discipline, the chapter offers a number of areas for future research and case study.

Measuring Knowledge Management Capabilities

2011 ◽  
pp. 365-375
Author(s):  
Uday Kulkarni ◽  
Ronald Freeze
Keyword(s):  
Knowledge Management ◽  
Intangible Assets ◽  
Business Professionals ◽  
Knowledge Assets ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Knowledge Management Capabilities ◽  
Management Capabilities

As business professionals know, creating awareness of a problem and its impact is a critical first step toward the resolution of the problem. That which does not get measured, does not get managed (Redman, 1998). In fact, measurement is a precursor to improvement. This is true for knowledge management (KM) capabilities of an organization. “In today’s knowledge-based economy,” Alan Greenspan recently said, “70% of organizational assets are knowledge assets.” Knowledge assets are intangible capabilities, and there is a recognized need to “make a greater effort to quantify the value of such intangible assets” (Teece, 1998b). How does one measure the worth of an organization’s knowledge assets? What does one mean by knowledge assets anyway?

Culture-Based Creativity in the Regional Strategy of Development

2015 ◽  
pp. 202-220 ◽  
Author(s):  
Oxana Karnaukhova
Keyword(s):  
Creative Industries ◽  
Creative People ◽  
Strategy Of Development ◽  
Knowledge Based ◽  
Social And Economic Development ◽  
Regional Specificity ◽  
New Ideas ◽  
Using Data ◽  
Creativity And Innovation ◽  
Young Researchers

In the knowledge-based society, economic growth depends on the implementation of new ideas. Creative people, creative industries, and creative economies are considered as the crucial drivers of the economic prosperity and change management. This chapter analyzes regional specificity of Russia in creation and support of creativity within social and economic development, using the Global Entrepreneurship Monitor, Impact Report, and the G20 Entrepreneurship Barometer. Using data from Inglehardt's World Values Survey, the analysis of cultural assignments in the decision-making in Russia will continue compared to diverse European practices. It will be a valuable basis for further exploration of collision between global economic systems, demands for creativity and innovation, internal Russian institutional and societal resources for support/rejection of innovation, and culturally indoctrinated behavioral patterns of young researchers and intellectual entrepreneurs, articulated as drivers of the new economy.

Mandalas: A Simple Project to Explore Creativity

2017 ◽  
Vol 2 (3) ◽  
pp. 202-210 ◽  
Author(s):  
Robert L. Holbrook ◽  
Debra R. Comer
Keyword(s):  
Organizational Behavior ◽  
Creative Ability ◽  
Self Reflection ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Creativity And Innovation ◽  
Advanced Courses

Creativity is more important than ever in today’s knowledge-based economy. Although many students doubt their own creativity, very few exercises are designed to help them access this ability. We believe that self-expression and self-reflection are important for understanding personal creative ability. Jung introduced the mandala to promote these two skills. We offer an easy-to-implement project that uses the mandala to help students explore factors (e.g., moods, context) that affect their creativity. This project can be useful in a variety of courses, ranging from those that give students a basic overview of creativity (e.g., management, organizational behavior) to more advanced courses in creativity and innovation.

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