Intellectual Property Protection and Process Modeling in Small Knowledge Intensive Enterprises

Knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise’s competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

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Intellectual Property Protection in Small Knowledge Intensive Enterprises

International Journal of Cyber Warfare and Terrorism ◽

10.4018/ijcwt.2014100104 ◽

2014 ◽

Vol 4 (4) ◽

pp. 47-63 ◽

Cited By ~ 1

Author(s):

Riikka Kulmala ◽

Juha Kettunen

Keyword(s):

Knowledge Management ◽

Intellectual Property ◽

Intellectual Property Protection ◽

Work Processes ◽

Ip Protection ◽

Knowledge Based ◽

Work Routines ◽

Organizational Work ◽

Knowledge Intensive ◽

Enterprise's Competitiveness

Knowledge-based assets, intellectual property, and capital play a fundamental role in an enterprise's competitiveness, especially in small knowledge intensive enterprises. Small knowledge intensive enterprises need to create new ways of operating in order to manage the intellectual and knowledge-based assets in their organizations more efficiently. Organizational knowledge and intellectual property can be protected, either formally via IPR, or informally via efficient knowledge management. Successful IP protection requires systematic intellectual property and knowledge management. Intellectual property protection via efficient knowledge management affects the entire organization rather than being just a separate task. It needs to be embedded in organizational work routines, practices, and processes as an overall operational strategy. When embedded in organizational work processes, IP protection and knowledge management become a continuous part of work routines and tasks in the enterprise, not a separate action.

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Intellectual Property Protection in Software Enterprises

Encyclopedia of Multimedia Technology and Networking, Second Edition ◽

10.4018/978-1-60566-014-1.ch094 ◽

2009 ◽

pp. 697-702

Author(s):

Juha Kettunen

Keyword(s):

Knowledge Management ◽

Intellectual Property ◽

Software Development ◽

Knowledge Sharing ◽

Knowledge Creation ◽

Business Environment ◽

Ip Protection ◽

Business Environments ◽

Knowledge Intensive ◽

Critical Phases

Enterprises are facing challenges in protecting their intellectual property (IP) due to the rapid technological changes, shortened lifecycles, and the intangibility of products. The IP protection granted by the national intellectual property rights (IPRs) legislation does not correspond very well with the needs of enterprises operating in a rapidly changing business environment (Andersen & Striukova, 2001; Bechina, 2006). The most valuable assets of knowledge intensive enterprises are the knowledge and skills embodied in human capital, which cannot be protected using the traditional and formal IP protection (Coleman & Fishlock, 1999; Kitching & Blackburn, 1998; Miles, Andersen, Boden, & Howells, 2000). The challenges for IP protection in the context of knowledge intensive small enterprises lie in creating business environments that support the knowledge sharing and creation, innovativeness, and IP protection. In particular, the challenges are related to the identification of such formal and informal protection methods which improve the business process. The aim of knowledge management is to stimulate innovation and create knowledge. Knowledge management allows knowledge with critical and strategic characteristics in an enterprise to be located, formalised, shared, enhanced, and developed. The purpose of this study on information security management is to explore how small and medium-sized enterprises (SMEs) protect their IP in software business. This study investigates how strategic IP protection supports the knowledge sharing and innovation creation and explores the critical phases of IP protection in small software enterprises. This study also describes and develops management, using the approach of knowledge management and applying the spiral of knowledge creation in software development. The article is organised as follows. The IP protection of enterprises operating in software development is introduced in the background section. The main attention of the article concentrates on IP protection, which is analysed using the framework of knowledge management. IP protection is investigated in the various phases of knowledge creation in software development. Thereafter some future trends are described. Finally, the results of the study are summarised and discussed in the concluding section.

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Knowledge Management Activities, Models and Frameworks

Knowledge Management in Event Organisations ◽

10.23912/9781911635444-4914 ◽

2021 ◽

Author(s):

Raphaela Stadler

Keyword(s):

Knowledge Management ◽

Competitive Advantage ◽

Theory Of The Firm ◽

Work Processes ◽

High Quality ◽

Knowledge Based ◽

The Future ◽

Knowledge Intensive

The knowledge-based theory of the firm is centred on two key principles: first, knowledge can be a source of competitive advantage, especially if it is difficult to replicate and copy, if it is organisation-specific, and directly related to the organisation’s products, services or processes. Second, the sharing of information and knowledge within organisations is believed to be more effective than within markets (Hislop et al., 2018). Furthermore, if knowledge is considered the most important asset for achieving competitive advantage in an organisation (where competencies, capabilities and skills are more important than other types of assets and resources), then the organisation can be defined as ‘knowledge intensive’. Or, as Nonaka and Takeuchi (1995: 7) famously argued, “the future belongs to people who use their heads instead of their hands.” Knowledge-intensive firms can be described as companies with work that is intellectual and where the workforce consists of well-qualified employees. They can also be different to other, non-knowledge-intensive firms, in terms of their structure (i.e., less hierarchical), the character of their workforce, products and services (e.g., non-standardised products, high quality services, such as memorable experiences), as well as the nature of the work processes themselves (i.e., complex, creative, requiring collaboration between different teams and departments) (Alvesson & Kaerreman, 2001; Hislop et al., 2018). Taking these characteristics into account, event organisations can to some extent be classified as ‘knowledge-intensive’ and it is therefore important to effectively manage knowledge management activities and processes within these organisations.

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Intellectual Property Protection in Software Enterprises

Information Resources Management ◽

10.4018/978-1-61520-965-1.ch709 ◽

2010 ◽

pp. 2018-2025

Author(s):

Juha Kettunen

Keyword(s):

Knowledge Management ◽

Intellectual Property ◽

Software Development ◽

Knowledge Sharing ◽

Knowledge Creation ◽

Business Environment ◽

Ip Protection ◽

Business Environments ◽

Knowledge Intensive ◽

Critical Phases

Enterprises are facing challenges in protecting their intellectual property (IP) due to the rapid technological changes, shortened lifecycles, and the intangibility of products. The IP protection granted by the national intellectual property rights (IPRs) legislation does not correspond very well with the needs of enterprises operating in a rapidly changing business environment (Andersen & Striukova, 2001; Bechina, 2006). The most valuable assets of knowledge intensive enterprises are the knowledge and skills embodied in human capital, which cannot be protected using the traditional and formal IP protection (Coleman & Fishlock, 1999; Kitching & Blackburn, 1998; Miles, Andersen, Boden, & Howells, 2000). The challenges for IP protection in the context of knowledge intensive small enterprises lie in creating business environments that support the knowledge sharing and creation, innovativeness, and IP protection. In particular, the challenges are related to the identification of such formal and informal protection methods which improve the business process. The aim of knowledge management is to stimulate innovation and create knowledge. Knowledge management allows knowledge with critical and strategic characteristics in an enterprise to be located, formalised, shared, enhanced, and developed. The purpose of this study on information security management is to explore how small and medium-sized enterprises (SMEs) protect their IP in software business. This study investigates how strategic IP protection supports the knowledge sharing and innovation creation and explores the critical phases of IP protection in small software enterprises. This study also describes and develops management, using the approach of knowledge management and applying the spiral of knowledge creation in software development. The article is organised as follows. The IP protection of enterprises operating in software development is introduced in the background section. The main attention of the article concentrates on IP protection, which is analysed using the framework of knowledge management. IP protection is investigated in the various phases of knowledge creation in software development. Thereafter some future trends are described. Finally, the results of the study are summarised and discussed in the concluding section.

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Could Web 2.0 Technologies Support Knowledge Management in Organizations?

Handbook of Research on Practices and Outcomes in E-Learning ◽

10.4018/978-1-60566-788-1.ch012 ◽

2010 ◽

pp. 197-210

Author(s):

Luiz Fernando de Barros Campos

Keyword(s):

Information Technology ◽

Knowledge Management ◽

Web 2.0 ◽

Web 2.0 Technologies ◽

Work Processes ◽

Privacy And Security ◽

Technology Tools ◽

Challenges And Opportunities ◽

Knowledge Intensive ◽

The Web

This chapter investigates whether information technology tools typical of Web 2.0 can support Knowledge Management (KM) practices in organizations. An investigation on the Web is conducted and the appropriate literature examined. The information technology tools employed in organizations nowadays are discussed with the help of three guidelines which each present two opposing ideas: knowledge creation versus knowledge sharing, tacit knowledge versus explicit knowledge and hierarchical KM versus organic KM. It is argued that these tools reveal an innate contradiction: they are based on a centralized conception and production but aim to deal with informal, fluid processes, which resist structuring. The term Enterprise 2.0 is defined and examined, since it brings out a critical view of traditional KM technology. In this context, the prevailing technologies on the Web are described as well as the associated use practices. The technologies and practices highlighted are those that enhance the collective creation of information and knowledge-intensive products and the active, rich user participation which influences the development of own technologies. Subsequently, many Web 2.0 tools and services that are, or could be, used in KM practices are described and the sites that provide them are indicated. It is noted that these new technologies are inducing cooperative and decentralized work processes that lead to emerging products of high quality and complexity. Furthermore, they are characterized by net effects, simplicity, ease of use, low cost and rastreability. Nevertheless, there are some difficulties in the application of Web 2.0 technologies, among them, the attainment of performance requisites, privacy and security, the possible emergence of counterproductive results and the need to motivate people to create content. The challenges and opportunities in the organizational use of Web 2.0 technologies are remarked. Finally, the managerial interventions appropriate to enable the success of KM projects based on Web 2.0 technologies are discussed.

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Competency Management using the Competence Performance Approach

Competencies in Organizational E-Learning ◽

10.4018/978-1-59904-343-2.ch004 ◽

2007 ◽

pp. 83-119 ◽

Cited By ~ 4

Author(s):

Tobias Ley ◽

Dietrich Albert ◽

Stefanie Lindstaedt

Keyword(s):

Knowledge Management ◽

Human Resource Management ◽

Human Resource ◽

Integrated Assessment ◽

Assessment Procedure ◽

Work Processes ◽

New Approach ◽

Knowledge Based ◽

Traditional Approaches ◽

Competency Management

This chapter introduces a new approach in organizational Competency Management which is based on Korossy’s competence performance approach and which rests on the central idea of connecting competencies to actual job performance. Such an approach has several important benefits when compared to more traditional approaches. First, it brings competency modeling and assessment more closely to the actual work processes and tasks. Secondly, it makes possible validation of the models and the assessment within the modeling and assessment procedure. Finally, it is better able to cope with more dynamic and knowledge based settings. Three case studies in Engineering, Human Resource Management and Research and Development illustrate how the approach is introduced, evaluated and applied. The purpose of the chapter is to inform researchers in eLearning and Knowledge Management of how competencies can be used to support work integrated assessment and learning.

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Knowledge Management in Governance

E-Business Strategy, Sourcing and Governance ◽

10.4018/978-1-59904-004-2.ch018 ◽

2006 ◽

pp. 278-291

Author(s):

Petter Gottschalk

Keyword(s):

Knowledge Management ◽

Information Systems ◽

Strategic Management ◽

Theory Of The Firm ◽

Collective Knowledge ◽

Knowledge Based ◽

Innovative Methods ◽

Corporate Goals ◽

Knowledge Intensive ◽

A Company

The knowledge-based view of the firm has established itself as an important perspective in strategic management. This perspective builds on the resource-based theory of the firm. The knowledge-based view of the firm implies that information systems are designed to support knowledge management in organizations. Knowledge management can be defined as a method to simplify and improve the process of sharing, distributing, creating, capturing, and understanding knowledge in a company. Knowledge management is description, organization, sharing, and development of knowledge in a firm. Knowledge management is managing knowledge-intensive activities in a company. Knowledge management refers to identifying and leveraging the collective knowledge in a company to help the company compete. Knowledge management is a method for achieving corporate goals by collecting, creating and synthesizing and sharing information, insights, reflections, thoughts, and experience. Knowledge management is a discipline focused on systematic and innovative methods, practices, and tools for managing the generation, acquisition, exchange, protection, distribution, and utilization of knowledge, intellectual capital, and intangible assets (Montana, 2000). The purpose of knowledge management is to help companies create, share and use knowledge more effectively. Effective knowledge management causes fewer errors, less work, more independence in time and space for knowledge workers, fewer questions, better decisions, less reinventing of wheels, improved customer relations, improved service, and improved profitability. Knowledge management is purported to increase both innovation and responsiveness. The recent interest in organizational knowledge has prompted the issue of managing knowledge to the organization’s benefit (Alavi & Leidner, 2001).

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Knowledge Organizations

Encyclopedia of Knowledge Management ◽

10.4018/978-1-59140-573-3.ch059 ◽

2011 ◽

pp. 451-458 ◽

Cited By ~ 3

Author(s):

Daniel L. Davenport ◽

Clyde W. Hosapple

Keyword(s):

Knowledge Management ◽

World Bank ◽

Knowledge Based ◽

Complementary Approach ◽

Knowledge Intensive Organizations ◽

Knowledge Intensive ◽

Knowledge Organizations

An important endeavor within the field of knowledge management (KM) is to better understand the nature of knowledge organizations. These are variously called knowledge-based organizations, knowledge-centric organizations, knowledge-intensive organizations, knowledge-oriented organizations, and so forth. One approach to doing so is to study the characteristics of specific organizations of this type such as Chaparral Steel (Leonard-Barton, 1995), Buckman Labs, World Bank, or HP Consulting (O’Dell, 2003). A complementary approach is to study various frameworks that have been advanced for systematically characterizing the elements, processes, and relationships that are found in knowledge organizations. Here, we examine three such frameworks that are representative of the variety in perspectives that have been advocated for understanding the nature of knowledge organizations. These frameworks share a view that sees knowledge as a key organizational asset that enables action. However, they differ in emphases (e.g., asset vs. action) and constructs.

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On Knowledge Management

Internet-Based Organizational Memory and Knowledge Management ◽

10.4018/978-1-878289-82-7.ch009 ◽

2000 ◽

pp. 170-199 ◽

Cited By ~ 1

Author(s):

Peter H. Carstensen ◽

Ulrika Snis

Keyword(s):

Knowledge Management ◽

Global Economy ◽

Collaborative Work ◽

Work Processes ◽

Work Settings ◽

Management Processes ◽

Knowledge Intensive ◽

Set Up ◽

Intensive Work ◽

Knowledge Management Processes

It is widely acknowledged that knowledge is one of the most important assets of today’s organizations. According to Davenport and Prusak (1998), knowledge is often a company’s greatest competitive advantage in a global economy. How to support the company’s knowledge-intensive work processes (e.g., quality support, product design or strategic planning) is therefore becoming a vital issue in many organizations worldwide. Identification, analysis and characterization of the knowledge-intensive work processes become essential in order to qualify a discussion of how to support knowledge management processes. This chapter presents, discusses and reflects upon findings from a study of how highly skilled actors manage information and knowledge, i.e., how information is gathered from a wide range of sources, structured according to needs and relevance for the users, and disseminated to the relevant suppliers in the organization. The aim of the chapter is two-folded: first, to contribute to the general empirical body of knowledge about knowledge-intensive work, especially focusing on the central characteristics of the knowledge management processes; secondly, to initiate a discussion of which overall requirements we must set up for how knowledge management processes could be supported by means of information and communication technology. Knowledge-intensive work processes often concern collaborative problem-solving and mutual support that require effective ways of handling information and knowledge between different people, both in short-term and long-term situations. The distributed and dynamic nature of knowledge management work also imposes a high degree of complexity involving many different actors with different conceptualizations, interpretations, perspectives, needs, etc. of the knowledge produced and approached. The various actors have different perspectives on the concept of knowledge. The work needed to articulate knowledge and make information and knowledge accessible becomes extremely demanding and complex. Often face-to-face interaction is required. However, in complex and collaborative work settings the problem of articulating knowledge by rich interaction and communication is obvious. The actors are distributed both geographically and temporally. There is a need for computer-based mechanisms for interaction and coordination of information and knowledge (cf. e.g., Carstensen and Wulf, 1998).

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