Knowledge Assets, E-Networks and Trust

2010 ◽  
pp. 1-11
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Enterprise Systems ◽  
Decision Makers ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
Individual Firm ◽  
External Knowledge ◽  
Knowledge Protection

Development of knowledge assets and protection of knowledge assets are both complementary and competing concerns for the contemporary business. Each has specific issues related to trust that need to be understood and addressed before an individual firm launches a knowledge management initiative. Further, with important contemporary trends such as enterprise systems, external knowledge management networks, and aggressive competitive intelligence efforts, decision-makers must increasingly evaluate their circumstances and establish the appropriate levels of trust between individuals and the organization and between cooperating organizations. This chapter reviews and elaborates on such issues. It then passes to a consideration of how these concerns might vary by industry, presenting selected data on knowledge development and knowledge protection conditions in a variety of industries.

Knowledge Assets, E-Networks and Trust

2010 ◽  
pp. 2215-2225
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Enterprise Systems ◽  
Decision Makers ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
Individual Firm ◽  
External Knowledge ◽  
Knowledge Protection

Development of knowledge assets and protection of knowledge assets are both complementary and competing concerns for the contemporary business. Each has specific issues related to trust that need to be understood and addressed before an individual firm launches a knowledge management initiative. Further, with important contemporary trends such as enterprise systems, external knowledge management networks, and aggressive competitive intelligence efforts, decision-makers must increasingly evaluate their circumstances and establish the appropriate levels of trust between individuals and the organization and between cooperating organizations. This chapter reviews and elaborates on such issues. It then passes to a consideration of how these concerns might vary by industry, presenting selected data on knowledge development and knowledge protection conditions in a variety of industries.

Knowledge Development and Protection as Competitive Advantage

2014 ◽  
pp. 244-255
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Development Potential ◽  
Balanced Approach ◽  
Intelligence Operations ◽  
Knowledge Protection ◽  
Do So

This chapter explores the different circumstances facing firms and industries regarding knowledge development and knowledge protection. Contrary to the view that more aggressive knowledge management aimed at knowledge development is good, the authors take a more balanced approach by weighing knowledge development potential against the increased vulnerability resulting from such assets being spread more widely. By identifying industries falling into different development and protection circumstances, they explore what knowledge characteristics (tacitness, complexity, specificity) might characterize those different circumstances. As a result, strategists will be better able to plan investments in knowledge management, in knowledge protection, and in competitive intelligence operations while scholars can better understand when and why to do so.

scholarly journals Balancing Knowledge Management and Competitive Intelligence, Initial Insights

2012 ◽  
Vol 2 (2) ◽  
Author(s):  
Scott Erickson ◽  
Helen Rothberg
Keyword(s):  
Value Chain ◽  
Large Scale ◽  
Life Cycle Stage ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
Knowledge Value Chain ◽  
Knowledge Protection ◽  
Industry Conditions ◽  
Knowledge Value

This paper reports on a large-scale study of how industries balance knowledge development with knowledge protection. In particular, we look at specific industries and the competitive imperatives to increase knowledge assets (or not) and to conduct competitive intelligence activities (or not). This analysis is based on our previously established SPF framework, though we have developed new measures and a new database that more reliably establish industry conditions. The paper explains the different results seen in different industries by examining four markedly different SPF environments. Based on these different environments, we can begin to explore some of the possible explanations for the differences (characteristics of relevant knowledge, Value Chain insights, life cycle stage, etc.).

Sharing and Protecting Knowledge

2008 ◽  
pp. 325-339
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Competitive Intelligence ◽  
The Internet ◽  
Knowledge Assets ◽  
Types Of Knowledge

As knowledge management (KM) practice increasingly moves onto the Internet, the field is changing. The Internet offers new opportunities to use knowledge assets, defines new types of knowledge assets, and readily spreads knowledge beyond the borders of the organization to collaborators and others. This potential is tempered, however, by new threats to the security of proprietary knowledge. The Internet also makes knowledge assets more vulnerable to competitive intelligence efforts. Further, both the potential and the vulnerability of knowledge on the Internet will vary according to the nature of knowledge assets (tacitness, complexity, appropriability). Those looking to practice KM must, more than ever, understand their knowledge assets and how to best employ them.

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.

scholarly journals Benchmarking Competitive Intelligence Activity

2012 ◽  
Vol 2 (3) ◽  
Author(s):  
Helen N. Rothberg ◽  
G. Scott Erickson
Keyword(s):  
Intellectual Capital ◽  
Research Program ◽  
Knowledge Development ◽  
Competitive Intelligence ◽  
Scholarly Work ◽  
Strategic Choices ◽  
Financial Reports ◽  
Comprehensive Database ◽  
Knowledge Protection ◽  
Intelligence Activity

This paper reports on results drawn from a comprehensive database formed from public financial reports and a proprietary benchmarking survey conducted by a major competitive intelligence consulting firm.  Our overall aim is to identify different circumstances in which knowledge development and knowledge protection have greater or lesser importance.  Very little work has been done on a industry-wide (or wider) basis concerning intellectual capital and/or competitive intelligence activities in firms and how that may vary according to circumstances.  The wider study and database are designed to better address such questions.   In this study, we look at one piece of this overall research program, specifically how competitive intelligence activity varies in distinctive environments.  Based on these results, as practitioners better understand their environments, they can make better decisions on the level and aggressiveness of their own CI operations as well as on protection and counterintelligence efforts.  The results will also begin to move scholarly work in the field into these new areas of macro studies and strategic choices.

A Scorecard for Supporting Enterprise Knowledge Management

2003 ◽  
Vol 02 (03) ◽  
pp. 191-201 ◽  
Author(s):  
Kathryn Cormican ◽  
David O'Sullivan
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Best Practice ◽  
Decision Makers ◽  
Self Assessment ◽  
Knowledge Assets ◽  
Case Study Analysis ◽  
Competitive Success ◽  
Knowledge Management Initiatives

Enterprise knowledge management is becoming a critical component of competitive success. Managers must ensure that they can successfully generate, leverage and reuse knowledge assets in their organisations. In this view, they must seek to develop an environment that promotes effective knowledge management initiatives. Self-assessment scorecards can help managers and decision-makers ascertain whether they are incorporating best practices in terms of knowledge management initiatives. This paper presents findings from an exploratory case study analysis. Specifically, it presents a knowledge management scorecard expressly designed to help managers measure their performance in terms of knowledge management against best practice. It helps to provide an overview of a company's strengths and areas for improvement with regard to knowledge management, highlighting those areas that require attention. In this view, it serves as a checklist for effective knowledge management.

Protecting Knowledge Assets

2010 ◽  
pp. 1336-1342
Author(s):  
G. Scott Erickson ◽  
Helen N. Rothberg
Keyword(s):  
Knowledge Management ◽  
Optimal Strategy ◽  
Intangible Assets ◽  
Competitive Intelligence ◽  
Knowledge Assets ◽  
The Past ◽  
Full Development ◽  
Potential Losses ◽  
Digital Nature

In tandem with the growth in knowledge management (KM) interest and practice over the past twenty years, competitive intelligence (CI) activities have also mushroomed. Although knowledge assets benefit from full collection and dispersion, such activities, particularly given their digital nature, also make proprietary knowledge more vulnerable to CI by competitors. Any firm looking to better manage knowledge assets needs to evaluate both the benefits and the potential losses from spreading valuable knowledge more widely. In some cases, the optimal strategy may be refraining from full development of these intangible assets in order to effectively protect them. Strategic firms can also take some fairly simple steps to better protect their knowledge assets.

Identifying Conditions to Implement Strategic Knowledge Management in Brazilian Corporations — SKM Math Model Application

2009 ◽  
Vol 08 (01) ◽  
pp. 67-77
Author(s):  
R. C. R. Miranda
Keyword(s):  
Knowledge Management ◽  
Organisational Culture ◽  
Decision Makers ◽  
Strategic Knowledge ◽  
Math Model ◽  
Model Application ◽  
Managerial Style ◽  
Systemic Model ◽  
Systemic Factors ◽  
Strategic Knowledge Management

This is a step forward in researching about Strategic Knowledge Management — SKM. Firstly, an overview of SKM is presented and indicating the three integrative models: conceptual model, mathematical model and systemic model. After that, the SKM math model is deeply described in order to establish a framework to the study. The research objective was to evaluate conditions to implement SKM in Brazilian corporations. Thus, a methodology of four steps was applied: formulating a questionnaire, considering variables related to systemic factors — cognition, technology, organisational culture, managerial style and context — developing a Math Model Software, that was used to collect data and consolidating results by using a MS Excel; preparing a team of researches that comprised 29 students of the Intelligence Competitive MBA in the Universidade de Brasília. The research considered 15 companies in Brazil, mostly public ones, and 56 strategists and decision makers were heard. Results revealed that the conditions are unfavorable to implement SKM model and improvement actions on systemic factors are considerably required.

scholarly journals Strategic management model with lens of knowledge management and competitive intelligence

2017 ◽  
Vol 47 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Muhammad Shujahat ◽  
Saddam Hussain ◽  
Sammar Javed ◽  
Muhammad Imran Malik ◽  
Ramayah Thurasamy ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Strategic Management ◽  
Competitive Advantage ◽  
Information Resources ◽  
Competitive Intelligence ◽  
Management Model ◽  
Management Process ◽  
Content Type ◽  
Use Of Knowledge ◽  
Strategic Management Process

Purpose The purpose of this study is primarily to discuss the synergic and separate use of knowledge and intelligence, via knowledge management and competitive intelligence, in each stage of strategic management process. Next, this paper aims to discuss the implications of each stage of strategic management process for knowledge management and competitive intelligence and vice versa. Design/methodology/approach A systematic literature review was performed within time frame of 2000-2016. Extracted information from reviewed studies was synthesized and integrated in strategic management model of Fred David. Findings A strategic management model with lens of knowledge management and competitive intelligence is proposed. Each stage of knowledge management process has implications for knowledge management and competitive intelligence and vice versa. In addition, synergic and separate use of knowledge and intelligence results in effective decision-making, leading to competitive advantage. Research limitations/implications Learning curve of knowledge management and competitive intelligence and being limited to the use of Fred David model are among the many key limitations. Practical implications Experts of knowledge management, competitive intelligence and strategic management can use this study to gain competitive advantage based on knowledge and information resources. Organizations should have knowledge management function and competitive intelligence to support the strategy formulation, implementation and evaluation. Social implications Readers can take a view for how they can manage their knowledge and information resources from a strategic perspective. Originality/value This study proposes a strategic management model with lens of knowledge management and competitive intelligence. The model discusses ways for synergic and separate use of knowledge and intelligence in each stage of strategic management, leading to competitive advantage. In addition, it discusses the holistic and integrated implications of knowledge management and competitive intelligence for each stage of strategic management process and vice versa.

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