Intellectual Capital and Knowledge Management

2011 ◽  
pp. 2965-2975
Author(s):  
Gil Ariely
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
The Relationship

Knowledge management (KM) and intellectual capital (IC) are not one and the same, and although some overlap is apparent, the relationship is far from trivial and requires exploration. Some intellectual capital such as brand is not knowledge, and some knowledge that cannot be transformed into value is not intellectual capital.

Linking Knowledge Management and Intellectual Capital

2013 ◽  
Vol 5 (4) ◽  
pp. 1-13 ◽  
Author(s):  
Maria do Rosário Cabrita ◽  
Virgílio Cruz-Machado ◽  
Florinda Matos
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Banking Sector ◽  
Banking Industry ◽  
Successful Implementation ◽  
Successful Management ◽  
Knowledge Resources ◽  
The World ◽  
Knowledge Intensive ◽  
The Relationship

The ability of an organization to effectively nurture, capture, leverage, and share its knowledge resources become the key that provides an enterprise with its strategic power advantage in the world. When an organization develops its ability to build, access and leverage its knowledge resources it is creating its knowledge advantage. In an era of knowledge economics, Knowledge Management (KM) and Intellectual Capital (IC) have emerged as major issues that managers must deal with, if the organizations want maintain their competitive advantage. The accumulation of IC and KM is closely related. The successful management of IC is linked to the efficiency of KM processes, which, in turn, implies that the successful implementation of KM ensures the growth and renewal of IC in an organization. There are relatively few discussions on the relationship between KM and IC, and even fewer studies on such relationship in the banking industry. For the banking sector, as one of the most knowledge-intensive industries, it is imperative to understand how to use techniques in KM to accumulate IC to cope with an increasingly changing environment. Based on previous studies, this article seeks to explore the links between IC and KM in Portuguese banks, by identifying the IC resources of importance and leveraging these resources through KM capability.

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

A Knowledge Management Framework to Manage Intellectual Capital for Corporate Sustainability

2010 ◽  
pp. 119-135 ◽  
Author(s):  
Herbert Robinson
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Corporate Sustainability ◽  
Market Value ◽  
Organisational Change ◽  
Management Framework ◽  
Business Transformation ◽  
Geographically Dispersed ◽  
Catalytic Role ◽  
The Relationship

The significant development in knowledge management (KM) literature in recent years is a reflection of the growing interest to academics and practitioners/consultants involved in organisational change and business transformation. Knowledge is a major source of competitive advantage and knowledge assets/intellectual capital has to be managed effectively. The importance of implementing a knowledge management strategy to understand the relationship between physical and intellectual capital, to increase the market value of organisations and achieve corporate sustainability is examined. Using case studies of construction organisations and applying the STEPS knowledge management framework, it was found that there is a greater need for multinational organisations to implement KM. This is because they have knowledge that is diverse and geographically dispersed across a network of organisations. It is concluded that knowledge management has a catalytic role in developing intellectual capital to achieve corporate sustainability. The STEPS framework will enable multinational organisations to identify the reform, resource implications and the results of KM activities.

Epistemological Foundations and Mapping the Influence of the Correlation of KM and IC in the Areas of Corporate and Academia

2019 ◽  
pp. 172-195
Author(s):  
Neimar Pinto Pereira ◽  
Carolina F. Machado
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Intellectual Capital ◽  
Concept Map ◽  
Organizational Field ◽  
Central Objective ◽  
The Relationship

This chapter has, as a central objective, to present a possible panorama of the relationship between knowledge management and intellectual capital in the organizational and academic spheres and their epistemological bases. In other words, what these similar branches from the same tree have been reflecting of these spheres. It was perceived that the relation between them is in line with the spectrum of concepts and its epistemological roots inherent to knowledge. The methodology used was based on literature review with subsequent presentation of the results through the elaboration of a concept map. The design of this concept map takes on particular relevance as it can contribute to the improvement of the development and maturation of the concatenation of KM and IC in the organizational field, as well as the academic one, which have been undergoing a timid and embryonic evolution on investigations that approach the interrelation of those dimensions on the part of the respective areas.

Intellectual Capital and Knowledge Management

2011 ◽  
pp. 462-472
Author(s):  
Gil Ariely
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
The Relationship

Knowledge management (KM) and intellectual capital (IC) are not one and the same, and although some overlap is apparent, the relationship is far from trivial and requires exploration. Some intellectual capital such as brand is not knowledge, and some knowledge that cannot be transformed into value is not intellectual capital.

scholarly journals Examining the Moderating Effect of Organic Structure and Innovative Culture on the Relationship between Social Capital and Knowledge Management Processes at a Research & Development Organization

2021 ◽  
pp. 65-78
Author(s):  
Mohammad Reza Zahedi ◽  
Shayan Naghdi Khanachah
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Significant Relationship ◽  
Organic Structure ◽  
Management Processes ◽  
Innovative Culture ◽  
The Relationship ◽  
Moderating Role

Purpose- In today’s heavy competitive environment, organizations have found that the knowledge is the best tool for keeping up with competitors. In this regard, the role of employees, as knowledge holders and the most important capital of organizations have been being taken into account more than before. Since the existence of social capital in organizations lead to improvement and development of knowledge management processes (KMP), examining the level of social capital as an important dimension of intellectual capital and its role in KMP is the main purpose of this article. Design/methodology/approach- By reviewing the existing literature and using standardized questionnaire, it was tried to examine the relationship between social capital and KMP through the moderating role of organic structure and innovative culture in the organization. After review of the existing literature in depth, we took advantages of Nahapiet and Ghoshal Model for measuring social capital and in order to measure the KMP, Bukowitz and Williams Model was used. The main hypothesis of this research was that there was a significant relationship between KMP and social capital through moderating role of organic structure and innovative culture in the organization. In order to test the hypothesis, using the test methods for correlation coefficients (Pearson and Spearman), a standardized questionnaire was designed and distributed among our target segment including faculty members, researchers and administrative staffs of university. Findings- The results showed that contrary to our expectation, considering moderator variables, structure and culture does not have positive and significant effect on KMP in the level of the organic structure and innovative culture of social capital. It was revealed that considering those two variables, social capital does have a significant and positive effect on KMP in the level of mechanical structure and non-innovative culture. We also found that there was a considerable relationship between cognitive and relational dimensions of social capital and KMP. Besides that, it was understood that there was a positive and significant relationship between each of organic structure and innovative culture’s variables and social capital and KMP’s variables. Research limitations/implications– Risks of method variance or response biases are likely as all Data are drawn from employee surveys, and some selection bias as respondents could not be directly compared with non-respondents. Originality/value – This study makes a significant contribution to the intangible assets literature by providing further evidence of the impact of culture and structure on intellectual capital.

scholarly journals Effect of competitive intelligence on innovation capability: An exploratory study in Mexican companies

2020 ◽  
Vol 9 (3) ◽  
Author(s):  
Eduardo Rafael Poblano-Ojinaga
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Structural Equation ◽  
Competitive Intelligence ◽  
Equation Modeling ◽  
Innovation Capability ◽  
Manufacturing Strategy ◽  
Information Management Systems ◽  
Mediating Factor ◽  
The Relationship

Market globalization and fast technological change drive organizations to apply information management systems that allow them to analyze information and convert it into intelligence. Because of this, companies need to manage information for decision making. This process is complex, beginning at the level of the company's strategy, and reaching all the way to manufacturing strategy, with the creation, development and deployment of the technological capabilities needed for quick and flexible responses to customers and market situations and their changes. The information can be gathered and managed through several models, mainly, competitive intelligence, knowledge management and intellectual capital. This article presents an investigation using a methodology of structural equation modeling for the identification of the intelligence factors, to evaluate their relative importance and relationships with the innovation capability of Mexican companies. The empirical results show that the relationship between competitive intelligence and the innovation capability is indirect, with knowledge management as a mediating factor.

scholarly journals The Need of Knowledge Management in Organizations

2011 ◽  
Vol 12 (1) ◽  
pp. 70-86
Author(s):  
Mehmet Nesip Ogun
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Knowledge Society ◽  
The Other ◽  
Human History ◽  
Intellectual Capital Management ◽  
Technology Age ◽  
Knowledge Age ◽  
The Relationship

The need for knowledge is as old as human history and the importance of this need is even more increased in the technology age of today. Anyone, regardless of his or her position, is in desire and in need to get the necessary scope-of-interest knowledge in order to keep up with the change and thus to be able to survive. Therefore, in this paper, a general overview of knowledge age and knowledge society is presented and the search points out the importance of knowledge management for organizations and the other related disciplines. After that, the main purpose of this research is laid out, that is, the employee’s attitude toward knowledge sharing and the relationship between their positions and knowledge sharing is explained. Finally, results are evaluated and our conclusions are proposed. It can be seen that sharing of knowledge is not suff iciently successful in the institution on which we carried out our survey. In addition, cognitive channels should be kept open, desire and attitudes of organization members for sharing of information should be increased in order to establish an intellectual capital management system in the institution.

Intellectual Capital and Knowledge Management

2011 ◽  
pp. 281-288
Author(s):  
Gil Ariely
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
The Relationship

Knowledge management (KM) and intellectual capital (IC) are not one and the same, and although some overlap is apparent, the relationship is far from trivial and requires exploration. Some intellectual capital such as brand is not knowledge, and some knowledge that cannot be transformed into value is not intellectual capital.

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