Trust as Intangible Asset ‑ Enabling Intellectual Capital Development by Leadership for Vitality and Innovativeness pp244-255
Abstract: Trust has become an essential intangible asset in organizations and leadership. Trust promotes social order and cooperation in workplace relationships. It is a resource that creates vitality and enables innovativeness. The paper discusses and examines the highly timely topic of trust from the human intellectual capital (HIC) perspective. More specifically, the focus is on the role trust plays in renewing intellectual capital by leadership. In the paper, trust is viewed in a relational context describing the positive expectations of a respectful human behaviour. Originality of the paper is based on the two ideas of both theoretical and practical significance. First, exploring and conceptualizing trust as intangible asset, resource and skill in organizations. Second, examining how trust in leadership enables HIC development and how it affects. The paper provides a novel view into managing intangibles, since trust as intellectual resource and a leadership skill in relation to HIC development have hardly been examined integrated. The main point highlights the importance of leadership by trust in enabling the growth and utilization of HIC. The paper advocates the idea that, in managing knowledge, it is important to increase understanding of the interaction among different aspects of KM. The value intangible assets, such as trust, add to human resource development (HRD) is multiple and still poorly understood. The paper presents also two real life case studies of how leadership by trust enables vitality and innovativeness in organizations. The case studies examine the sharing of tacit knowledge and co‑creation with customers.
Keywords: human intellectual capital, innovativeness, intangible assets, leadership, trust, vitality
Working Meetings ‑ a Tool for Building or Destroying Trust in knowledge Creation and Sharing pp137-143
Abstract: This paper discusses and examines the role of working meetings as a tool for building and destroying trust in knowledge sharing and creation. Working meetings are one of the basic tools in organizations for collaboration and group cohesion, and a significant vehicle for communication. They play an important role in information and knowledge sharing, knowledge creation, coordination, decision making, problem solving and strengthening of group relationships inside and outside the organization, and contribute to build or destroy trust. Trust is manifested in commitment, open communication, ethical behaviour, predictability and doing the best in any activity. It creates openness and freedom at the individual and group level, so it plays an important role in knowledge sharing and knowledge creation. But as necessary and important working meetings are, they are also very costly and frequently unproductive.Unless properly managed, they can be a waste of valuable financial and emotional resources, with negative impact on organizational performance, culture, innovativeness and overall competitiveness. Good meeting planning, preparation, realization, assessment and follow‑up are needed to achieve meeting effectiveness. Meeting facilitators, as leaders, play a critical role to create a positive‑trustworthy atmosphere and conduct and manage the meetings with effectiveness. The main point of discussion is crystallized in the suggestion that meetings have an impact in integrative group behaviour, cooperatio n and knowledge sharing and creation. Building and maintaining trust are of utmost importance in it, to develop human capital for sustaining vitality and competitiveness in organizations. Originality of the paper is based on exploring the role of working meetings in relation to trust building for knowledge creation and sharing. Implications are made of how to
Keywords: Keywords: explicit knowledge, knowledge sharing, knowledge management, tacit knowledge, trust, working meetings.