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Knowledge Assets and Knowledge Audits
Type: Book
ISBN: 978-1-78973-771-4

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Abstract

Details

Knowledge Assets and Knowledge Audits
Type: Book
ISBN: 978-1-78973-771-4

Abstract

Details

Knowledge Assets and Knowledge Audits
Type: Book
ISBN: 978-1-78973-771-4

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Article

Kaveh Asiaei, Zabihollah Rezaee, Nick Bontis, Omid Barani and Noor Sharoja Sapiei

The pivotal role of knowledge management (KM) and its extensive implications have been debated in the academic literature with insufficient focus on its link to particular…

Abstract

Purpose

The pivotal role of knowledge management (KM) and its extensive implications have been debated in the academic literature with insufficient focus on its link to particular organizational control mechanisms such as performance measurement systems (PMS). To bridge this gap and building on resource orchestration theory, this paper aims to investigate the relationships between KM factors, PMS and corporate performance.

Design/methodology/approach

Based on a survey data set of 92 listed companies in Iran, the framework and hypotheses were tested using structural equation modeling (SEM) based on partial least squares (PLS).

Findings

The SEM-PLS results indicate that knowledge assets are significantly associated with both PMS and corporate performance while knowledge process capabilities (KPC) are not significantly associated with PMS and corporate performance. This study also shows that PMS mediates the relationship between knowledge assets and corporate performance.

Practical implications

The results suggest that the use of appropriate management control systems plays an effective role in synchronizing, aligning and orchestrating a company’s various knowledge resources, which, in turn, can lead to superior overall performance.

Originality/value

Building on a unique synthesis of resource orchestration theory and the knowledge-based view of the firm, the results of this study provide the first empirical evidence on how PMS intervenes in the relationship between knowledge resources (knowledge assets and KPC) and corporate performance.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

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Abstract

Details

Knowledge Assets and Knowledge Audits
Type: Book
ISBN: 978-1-78973-771-4

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Book part

Mitsuru Kodama

This chapter discusses the theoretical framework of the strategic knowledge creation process for realizing business innovation. It presents an explanation of the…

Abstract

This chapter discusses the theoretical framework of the strategic knowledge creation process for realizing business innovation. It presents an explanation of the relationship between the concept of the business community that originates with the formation of “Ba” (which is required in the formulation and execution of the strategic knowledge creation process) and the strategic knowledge creation process. The chapter also analyzes and examines the theoretical framework where the holistic leadership of practitioners achieves new business innovation through the formation of a business community, which is the organizational platform for practicing strategic knowledge creation, that is, the sharing, inspiration, creation, and stockpiling of knowledge.

In particular, the chapter presents a dynamic, theoretical framework where all practitioners at every level of management demonstrate holistic leadership across a three-layered structure (three practice layers) including the formal organization layer, the informal organization layer, and the psychological boundary layer to connect elements for formulating and executing macro and micro strategies and the business community, which has its origins in the formation of “Ba,” to drive the strategic knowledge creation processes.

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Developing Holistic Leadership
Type: Book
ISBN: 978-1-78714-421-7

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Article

Karim Moustaghfir

Organizational knowledge assets have been identified as sources of competitive advantage. It is therefore critical that organizations understand how they impact on

Abstract

Purpose

Organizational knowledge assets have been identified as sources of competitive advantage. It is therefore critical that organizations understand how they impact on performance in order to effectively manage these assets. This paper aims to extend the “knowledge‐value chain”, recently introduced in the management literature, by integrating the concept of dynamic capabilities. Based on a systematic review of the literature it seeks to demonstrate the important role of dynamic capabilities in the relationship between knowledge asset management and firm performance. This paper aims to argue that the effective management of knowledge asset enhances the value of organizational competencies, which in turn support organizational processes, products and services. Dynamic capabilities take the role of continuously shaping operating routines and competencies, and consequently deliver superior long‐term performance.

Design/methodology/approach

The central objective of the article is to extend the work presented by Carlucci et al. with the concept of dynamic capabilities. Carlucci et al. introduce the “knowledge value chain” as a model linking knowledge assets with firm performance.

Findings

Based on an extensive systematic literature review, a recognized evidence‐based tool for theory building, the paper finds that dynamic capabilities represent a missing component in the relationship between knowledge assets and firm performance.

Practical implications

It is believed that the insights presented in this paper represent the theoretical basis for the development of a conceptual framework on how effective knowledge asset management affect the overall business performance and improve the value‐generating activity of a company.

Originality/value

The paper reveals that knowledge assets interact with each other through learning mechanisms and knowledge management processes enable the generation of new knowledge, and the development of organizational routines that form the building blocks of firm's competencies. These organizational competencies, hence, condition the efficiency and the effectiveness of business processes, and consequently the value of firm's products and services. Dynamic capabilities shape and systematically reconfigure organizational competencies, through assimilating new knowledge, and linking, organizing and integrating the generated knowledge into organizational routines.

Details

Measuring Business Excellence, vol. 12 no. 2
Type: Research Article
ISSN: 1368-3047

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Article

Mamoun N. Akroush and Samer M. Al‐Mohammad

Appreciating the limited empirical research in the knowledge management (KM) field, the purpose of this paper is to investigate the relationship between marketing knowledge

Abstract

Purpose

Appreciating the limited empirical research in the knowledge management (KM) field, the purpose of this paper is to investigate the relationship between marketing knowledge management (MKM) and performance in Jordanian telecommunications organizations (JTOs).

Design/methodology/approach

A quantitative methodology is adopted in which a model is developed, and hypotheses are stated, in order to examine the proposed relationship between MKM assets and capabilities and JTOs' performance. A highly structured questionnaire is developed and distributed to a sample of 339 managers in JTOs. With a response rate of 92 percent, 312 questionnaires are returned; the number of valid and usable questionnaires is 292. Using exploratory and confirmatory factor analyses, MKM assets are classified into built‐ and invested‐in marketing assets, while MKM capabilities are classified into internal and external marketing capabilities. Furthermore, JTOs' performance is classified into three dimensions: market, customer, and financial performances. Structural equation modeling is utilised to test the stated hypotheses and model.

Findings

Empirical findings indicate that MKM assets and capabilities have a positive effect on the overall performance of JTOs, with all its dimensions. Built‐in marketing assets show the strongest influence on market performance, internal marketing capabilities show the strongest influence on customer performance, while external marketing capabilities show the strongest influence on financial performance. On the other hand and despite showing the least influence on financial and market performances, invested‐in marketing assets have maintained a positive relationship with all dimensions of JTOs' performance.

Practical implications

A holistic approach should be adopted when addressing MKM. MKM assets and capabilities should be applied collectively in a competitive manner that reflects on organizational performance. This requires constant consideration of available marketing assets and capabilities, with continuous investments in developing and acquiring marketing assets. While financial measures are generally used in assessing KM contribution, other non‐traditional measures should be applied in order to give a more realistic and holistic view of MKM contribution to organizational performance.

Originality/value

Focusing on MKM assets and capabilities, the paper introduces a new perspective of MKM in Jordan, as a developing country. While focusing on a special scope of KM, i.e. MKM, the paper provides further empirical support to the relationship between KM and organizations' multiple dimensions of performance. The fact that this is the first empirical study conducted in Jordan where KM research is relatively scarce, adds to its originality.

Details

International Journal of Emerging Markets, vol. 5 no. 1
Type: Research Article
ISSN: 1746-8809

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Article

Bernard Marr, Gianni Schiuma and Andy Neely

Measuring intellectual capital is on the agenda of most 21st century organisations. This paper takes a knowledge‐based view of the firm and discusses the importance of…

Abstract

Measuring intellectual capital is on the agenda of most 21st century organisations. This paper takes a knowledge‐based view of the firm and discusses the importance of measuring organizational knowledge assets. Knowledge assets underpin capabilities and core competencies of any organisation. Therefore, they play a key strategic role and need to be measured. This paper reviews the existing approaches for measuring knowledge based assets and then introduces the knowledge asset map which integrates existing approaches in order to achieve comprehensiveness. The paper then introduces the knowledge asset dashboard to clarify the important actor/infrastructure relationship, which elucidates the dynamic nature of these assets. Finally, the paper suggests to visualise the value pathways of knowledge assets before designing strategic key performance indicators which can then be used to test the assumed causal relationships. This will enable organisations to manage and report these key value drivers in today's economy.

Details

Business Process Management Journal, vol. 10 no. 5
Type: Research Article
ISSN: 1463-7154

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Article

Waymond Rodgers

This article provides a framework of classifying and valuing knowledge‐based assets for possible future presentation along with the historical‐cost basis financial…

Abstract

This article provides a framework of classifying and valuing knowledge‐based assets for possible future presentation along with the historical‐cost basis financial statements. Further, this paper provides a definition and classification for knowledge‐based assets, provides reasons for including knowledge‐based assets with historical‐cost basis financial statements, and provides a three‐way classification system for knowledge‐based assets.

Details

Journal of Intellectual Capital, vol. 4 no. 2
Type: Research Article
ISSN: 1469-1930

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