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Managing Knowledge Assets and Business Value Creation in Organizations

Book Description

In today’s complex and hypercompetitive business landscape, knowledge assets are both strategic organizational resources and sources of organizational value creation and business performance improvements.Managing Knowledge Assets and Business Value Creation in Organizations: Measures and Dynamics provides an advanced, state-of-the-art understanding of the links between the knowledge assets dynamics and the business value creation. This publication focuses on the theory, models, approaches, methodologies, tools and techniques for measuring and managing organizational knowledge assets dynamics supporting and driving business performance improvements. This comprehensive work is a substantial contribution to the field in terms of theory, methodology and applications to replicate, support and challenge existing studies and offer new applications of existing theory and approaches.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Editorial Advisory Board and List of Reviewers
    1. EDITORIAL ADVISORY BOARD
    2. LIST OF REVIEWERS
  5. Preface
    1. CONCEPTUAL BACKGROUND
    2. KNOWLEDGE ASSETS: STRATEGIC RELEVANCE AND WORKING MECHANISMS
    3. THE AIM OF THIS BOOK
    4. CONTENTS OF THE BOOK
  6. Acknowledgement
  7. Chapter 1: The Problems and Challenges of Researching Intellectual Capital
    1. ABSTRACT
    2. INTRODUCTION
    3. MODELS OF THE IC-BASED FIRM
    4. IC AS PRACTICE-BASED JUDGMENT UNDER CONDITIONS OF UNCERTAINTY
    5. DOING SOMETHING WITH UNCERTAINTY
    6. CONCLUSION
  8. Chapter 2: Managing and Measuring Knowledge Assets Dynamics for Business Value Creation in Organisations
    1. ABSTRACT
    2. INTRODUCTION
    3. THE MANAGEMENT PROCESSES UNDERLYING KNOWLEDGE-BASED STRATEGIES FOR VALUE CREATION
    4. THE IDENTIFICATION AND MEASUREMENT OF KNOWLEDGE ASSETS: UNDERSTANDING ORGANISATIONAL KNOWLEDGE DOMAINS
    5. MAPPING KNOWLEDGE ASSET: DEFINING KNOWLEDGE ASSET VALUE DRIVERS
    6. MANAGING KNOWLEDGE ASSET FLOWS: DEVELOPING ORGANISATIONAL KNOWLEDGE DOMAINS
    7. FINAL REMARKS
  9. Chapter 3: Knowledge Assets and Value Creation Dynamics
    1. ABSTRACT
    2. INTRODUCTION
    3. DEFINING KNOWLEDGE ASSETS
    4. KNOWLEDGE DYNAMICS IN THE FIRM
    5. KNOWLEDGE DYNAMICS, ORGANIZATIONAL ROUTINES, AND THE ROLE OF ABSORPTIVE CAPACITY IN DEVELOPING ORGANIZATIONAL CAPABILITIES
    6. DEFINING ORGANIZATIONAL CAPABILITIES
    7. ORGANIZATIONAL CAPABILITIES AND SUSTAINABLE COMPETITIVE ADVANTAGE
    8. MANAGERIAL IMPLICATIONS
    9. CONCLUSION
  10. Chapter 4: Ethos as Enablers of Organisational Knowledge Creation
    1. ABSTRACT
    2. INTRODUCTION
    3. LITERATURE REVIEW
    4. PEOPLE' ABILITIES, NECESSARY FOR KNOWLEDGE CREATING PROCESS
    5. TRI-DIRECTIONAL APPROACH TO ORGANISATIONAL KNOWLEDGE CREATION
    6. WAYS OF REPRESENTING VIEWPOINTS
    7. BACKGROUND
    8. RESEARCH METHOD
    9. THE ANALYSIS AND THE INTERPRETATION OF INTERVIEWS
    10. FUTURE RESEARCH
    11. CONCLUSION
  11. Chapter 5: A Knowledge Assets Mapping Methodology to View Organizational Knowledge-Based Value Creation Dynamics
    1. ABSTRACT
    2. INTRODUCTION
    3. KNOWLEDGE ASSETS AND COMPANY’S VALUE CREATION
    4. MAPPING AS A POWERFUL APPROACH IN MANAGEMENT
    5. UNDERSTANDING ORGANIZATIONAL VALUE CREATION THROUGH KNOWLEDGE ASSETS MAPPING
    6. CASE STUDY EXAMPLES
    7. MANAGERIAL IMPLICATIONS
    8. CONCLUSION
  12. Chapter 6: Why Measure Knowledge Assets?
The Benefits for Organizations
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. IMPLICATIONS
    5. CONCLUSION
    6. APPENDIX
  13. Chapter 7: Intangible Assets
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. INTANGIBLE MEASUREMENT
    5. FUTURE RESEARCH DIRECTIONS
    6. CONCLUSION
  14. Chapter 8: Measuring Dynamic Knowledge Flows
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. KNOWLEDGE FLOW MEASUREMENT
    5. PRACTICAL ILLUSTRATION
    6. CONCLUSION
  15. Chapter 9: ORCI
    1. ABSTRACT
    2. INTRODUCTION
    3. INTELLECTUAL CAPITAL AND DYNAMIC CAPABILITIES
    4. ELEMENTS OF DYNAMIC CAPABILITIES
    5. MEASUREMENT AND DEVELOPMENT OF DYNAMIC CAPABILITIES WITH THE ORCI METHOD
    6. CONCLUSION
  16. Chapter 10: Measuring Knowledge Assets within Organizations
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. HUMAN CAPITAL
    5. STRUCTURAL CAPITAL
    6. INTELLECTUAL CAPITAL AND INDIVIDUAL JOB ATTITUDES
    7. DATA AND METHOD
    8. RESULTS
    9. PRACTICAL AND THEORETICAL IMPLICATIONS
    10. CONCLUSION AND FURTHER RESEARCH
  17. Chapter 11: How Knowledge Assets are Transformed into Value
    1. ABSTRACT
    2. INTRODUCTION
    3. SERVICES AND SERVICE PRODUCTIVITY
    4. KNOWLEDGE FLOWS AND SERVICE PRODUCTION
    5. LINKING THE APPROACHES OF SERVICE PRODUCTIVITY AND KNOWLEDGE FLOWS
    6. EXPLORING KNOWLEDGE FLOWS IN PRACTICE: A CASE IN POINT
    7. CONCLUSION AND DISCUSSION
    8. MANAGERIAL IMPLICATIONS
  18. Chapter 12: Knowledge Asset Dynamics and Firm Performance
    1. ABSTRACT
    2. INTRODUCTION
    3. CASE STUDY RESEARCH
    4. CASE STUDY FINDINGS
    5. CONCLUSION
  19. Chapter 13: IC Management
    1. ABSTRACT
    2. INTRODUCTION
    3. BACKGROUND
    4. RESEARCH METHODS
    5. MAIN FINDINGS
    6. FUTURE RESEARCH DIRECTIONS
    7. CONCLUSION
  20. Chapter 14: Developing an effective Knowledge Management System
    1. ABSTRACT
    2. INTRODUCTION
    3. RESEARCH CONTEXT AND METHODOLOGY
    4. THE NEED FOR A KNOWLEDGE MANAGEMENT STRATEGY
    5. CONSIDERATIONS IN DEVELOPING A KNOWLEDGE MANAGEMENT SYSTEM
    6. KNOWLEDGE MANAGEMENT SYSTEMS FOR COMPLEX ORGANIZATIONS
    7. KNOWLEDGE MANAGEMENT BARRIERS
    8. RELATIONSHIP BETWEEN STRATEGY, BARRIERS, PROCESS, AND PERFORMANCE
    9. DEVELOPING AN ORGANIZATION-WIDE APPROACH
    10. RESEARCH LIMITATIONS
    11. CONCLUSION
  21. Chapter 15: Managing Intellectual Assets in Small Knowledge-Intensive Organizations
    1. ABSTRACT
    2. INTRODUCTION
    3. IA MANAGEMENT
    4. SMALL FIRMS AND IA MANAGEMENT
    5. KNOWLEDGE-INTENSIVE BUSINESS SERVICES (KIBS)
    6. CONCEPTUAL FRAMEWORK
    7. EMPIRICAL ANALYSIS
    8. RESOURCE BASE, VALUE CREATION, AND STRATEGIC IMPORTANCE
    9. TRADITIONAL AND NEW KIBS FIRMS
    10. FIRM SIZE
    11. ABSORPTIVE CAPACITY
    12. MANAGERIAL IMPLICATIONS
    13. CONCLUSION
  22. Chapter 16: Knowledge Assets and Value Creation
    1. ABSTRACT
    2. INTRODUCTION
    3. KNOWLEDGE AND VALUE CREATION: LESSONS FROM THE LITERATURE
    4. A KNOWLEDGE-BASED INTERPRETATION ABOUT TERRITORIAL STRATEGIC RESOURCES
    5. THE KNOWARE TREE
    6. FINAL REMARKS
  23. Compilation of References
  24. About the Contributors