Search results

Knowledge Management is now one of the major driving forces of organizational change and wealth creation. This paper reviews some of the major concepts and approaches as discussed at a recent international congress on the subject. Beginning with an examination of some of the factors propelling the global knowledge economy, the paper then explores knowledge‐based organizational strategy, illustrated by a number of case studies from leading practitioners, including British Petroleum, Glaxo Wellcome, ICL, Nokia Telecommunications, the UK Post Office and Zeneca Pharmaceuticals. The concept of intellectual capital lies at the heart of Knowledge Management. Some companies define intellectual capital in terms of value creation, for others it is value extraction. The two different approaches, illustrated by Skandia and the Dow Chemical Company, are reviewed, along with a new tool for measuring intellectual capital.

The purpose of this paper is to present a case study in the use of leadership speech to advance a change initiative in a large organization.

This paper is informed by the author's personal experience in designing a public speaking program to infuse a change management campaign in his organization.

The case study concludes with an analysis of the benefits and limitations of leadership speech giving. It highlights how speeches can help inspire and motivate people to adopt change, as well as the limitations of speeches to secure change without additional persuasive tools and techniques.

The application of speech giving in organizational leadership programs might inform future research into this important technique.

This case will be of benefit to practicing leaders as well as researchers interested in public speaking, dialogue, and negotiation.

The value of this paper lies in its examination of a specific case in which speech giving was used to inspire change in an environment in which opposing power dynamics superseded the benefits of the speeches.

A key competitive precondition for any organization involved in any of today's multinational businesses is speed and pace in implementing strategies. Although one's organization may offer superior products or services today, it may quickly lag behind its competitors if it is not adept at implementing critical decisions.

Co‐operation between two or more firms joined in an alliance is becoming increasingly important in competitive international business. It is a means to an end whereby firms gain from each other′s respective qualities and attributes in aiming towards business success. The degree of commitment involved in such alliances varies from case to case but, nevertheless, must be handled properly from the outset to avoid problems for the parties concerned. The article delineates seven critical insights for developing and managing strategic alliances and each is discussed in detail. It is concluded that if these seven factors are analysed by each organisation at the outset of negotiations to form an alliance, then the chances of a strategic alliance succeeding are improved.

Briefly reviews knowledge management (KM) and its development from concept to core competence. Shows how knowledge management is the tool that really enables organizations to “work smarter.” Works through the steps of the KM project lifecycle. Details the KM proposal development process and the elements and method for a truly successful KM project application. Emphasises the importance of knowledge validation. Reviews some organizations that are using KM successfully.

A consensus is emerging that the key to competitive success is becoming the ability to create, leverage, maintain and develop specialised knowledge, competencies and intellectual resources. However, little is actually known about the creation, management, utilisation and valuation of such resources. Although a concept such as intellectual capital cannot be precisely defined, this should not prevent us from employing it in an era where the intangible is rapidly assuming economic, social and psychological supremacy over the tangible. Moving beyond objectivist and purely systems theoretic approaches, our point of departure in exploring this emergent dynamic, with implications for people management and accountancy, is the set of symmetric and reciprocal relations presupposed in Habermas’ concept of communicative action.

Intellectual capital creation is theorised in this conceptual paper as a dynamic process of collective knowing that is capable of being leveraged into market value. The tacit, intangible and socially unconscious nature of substantive parts of this dynamic process presents some daunting theoretical challenges. Adopting a broadly social constructionist epistemology and a pluralist ontology, the point of departure introduced here is the set of symmetric and reciprocal relations presupposed in Jürgen Habermas’ theory of communicative action. In this worldview, interaction, as distinct from individual action, becomes the germ‐cell or basic unit of theoretical analysis. The relations and validity claims built into the medium of communicative action, viewed here as the nexus of intellectual capital creation, are substantive and real phenomena; they are thus open to empirical investigation.

The purpose of this paper is to present a framework for intellectual capital (IC) disclosure in cross-cultural E-tourism which includes identifying key success factors, as well as selecting indicators in operational level.

The method described in this paper involves IC process model initiating from strategy formulation, following key success factors analyst by using a detailed interpretative structural model (ISM) instrument, and the indicators selection employing Delphi approach. The paper explicates methodological decisions associated with cross-cultural E-tourism context: selecting the appropriate specialists panel; the approach to data collection; and selecting the measurable indicators.

This paper proposes three critical components of the framework: key success factors that based on an organization's strategies and contexts; indicators that measure and monitor the value of IC; an IC model that can help cross-cultural E-tourism enterprise improve management effectively.

This paper extends the methodology developed previously to examine IC information in tourism enterprise. The paper introduces an alternative methodological paradigm to the study of IC measurement framework by employing the ISM. This exploratory study employs IC process model to build up cross-cultural E-tourism IC model, which is a start point for the value and performance research of this kind of enterprise.