The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Information about the European Conference on Knowledge Management (ECKM) is available here.

For info on the International Conference on Intellectual Capital, Knowledge Management and Organisational Learning (ICICKM), click here
Information about the European Conference on Intellectual Capital (ECIC) is available here
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Journal Article

The Success of Virtual Communities of Practice: The Leadership Factor  pp23-34

Anne Bourhis, Line Dubé, Réal Jacob

© Jul 2005 Volume 3 Issue 1, Editor: Charles Despres, pp1 - 64

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Abstract

Contrary to the "one‑fits‑all" approach used in the literature on how to sustain virtual communities of practice (VCoPs), this paper advocates that successful management practices should be contingent upon their basic characteristics. More specifically, this study of eight virtual communities of practice investigates how the actions taken by the communities' leadership teams may influence their success. The results show that decisions regarding the operational leadership of a VCoP are crucial elements to counteract the challenges arising from its structuring characteristics. Among those decisions, the choice and availability of a leader and the support of a coach are shown to be crucial.

 

Keywords: Virtual community of practice, virtual group, leadership, knowledge sharing, organizational learning

 

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Journal Article

The Ambiguous Relationship of Leadership and Intellectual Capital: Understanding how Intellectual Capital is Developed  pp35-44

Author Name

© Jul 2005 Volume 3 Issue 1, Editor: Charles Despres, pp1 - 64

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Abstract

Intellectual Management deals with these interactions between all resources, tangible and intangible to create maximum value. Leadership plays an important role when turning knowledge within an organization into Intellectual Capital. Therefore it is of major interest to consider and evaluate the relationship as well as possible synergies between Intellectual Capital and Leadership to improve organizational processes and performance.

 

Keywords: Knowledge, Intellectual Management, Leadership, Organizational Processes, Measurement

 

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Journal Article

Leadership Imperatives of the Information Age  pp219-226

Norman Crane, Cathryn Downes, Philip Irish, Irving Lachow, Mary McCully

© Jun 2009 Volume 7 Issue 2, ICICKM 2008, Editor: Kevin O'Sullivan, pp199 - 296

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Abstract

Information is becoming the engine, resource, and commodity that drives the economy and social institutions, as well as our personal and professional lives. Because we are living in a unique period of human history, we may not appreciate the scope, speed, and impact of Information Age change. Framing six characteristics of the Information Age, this paper suggests resulting imperatives for leaders who must create and lead Information Age organizations. They must leverage human and other resources, and solve today's complex and wicked problems to achieve organizational and cross‑boundary goals. Global engagement, no longer limited by time or space, is enabled by worldwide information communication and technology networks that are instant, non‑hierarchical, and dynamic. Smaller devices, tagging, and the integration of media and sources foster communication, collaboration, and innovation, along with new expectations for ourselves and others to be "always on" and responsive. In this dense information environment leaders face the danger of heightened decision uncertainty in a sea of meaningless, fragmented but apparently inter‑connected data. Increasingly complex, chaotic, fragmented, interdependent wicked problems require new cross‑boundary perspectives and deeper understanding. In the Information Age solo action focused on control of resources is giving way for former competitors to create win‑win partnerships. Dynamic human networks are replacing, complementing, and competing with hierarchical organizations as powerful systems for communicating, sharing, and organizing. The authors, faculty members at a U.S. Government graduate institution, explore the essential elements of the Information Age and their imperatives for leaders, especially government leaders, who can create and lead organizations in this new environment.

 

Keywords: Information age, leadership, wicked problems, human networks, globalization, technology

 

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Journal Article

Trust as Intangible Asset ‑ Enabling Intellectual Capital Development by Leadership for Vitality and Innovativeness  pp244-255

Taina Savolainen, Palmira Lopez-Fresno

© Jul 2013 Volume 11 Issue 3, ICICKM 2012, Editor: Fernando Chaparro Osorio, pp185 - 279

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Abstract

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

 

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Journal Article

Transformational and Transactional Leadership Predictors of the 'Stimulant' Determinants to Creativity in Organisational Work Environments  pp23-34

John D. Politis

© Apr 2005 Volume 2 Issue 2, Editor: Charles Despres, pp1 - 44

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Abstract

This paper examines the relationship between the leadership dimensions associated with Bass's (1985) model, and the 'stimulant' and 'obstacle' determinants of the work environment for creativity. There are three major findings in this research. First, the relationship between transformational and transactional leadership and the 'stimulant' determinants of the work environment for creativity is significant and positive. Second, the 'obstacle' determinants of the work environment for creativity are negatively related with both transactional and transformational leadership. Finally, transformational leadership is more strongly correlated than transactional leadership with the 'stimulant' determinants of the work environment for creativity. Thus, transformational leadership is an increasingly important aspect in today's organisations in creating a corporate culture and the work environment that stimulates employees' creativity and innovation.

 

Keywords: creative work environment, innovation, knowledge management, organisational creativity, transformational and transactional leadership

 

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Journal Article

Exploring the Role of Boundary Spanning in Distributed Networks of Knowledge  pp121-130

Eli Hustad, Aurilla Aurelie Bechina

© Mar 2012 Volume 10 Issue 2, ICICKM 2011, Editor: Vincent Ribière, pp110 - 207

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Abstract

Knowledge sharing and creation are considered key processes leading to innovation and organizational performance. Several organizational initiatives have focused on building communities of practice in order to create a platform where employees can share experiences and insights. The focus in this paper is on one type of network structure, termed distributed networks of knowledge (DNoK). The success of such practices is deeply linked to whether or not formalization of the networks can hamper their knowledge creation and creativity. The role of leadership has been extensively discussed in the setting of communities of practice. However, this paper intends to shed new light on the topic by exploring the boundary management perspective in order to enable knowledge sharing and creation within this specific context of DNoK. To this end, we have examined the role of leadership styles in different DNoKs in a multinational firm.

 

Keywords: leadership style, distributed networks of knowledge, communities of practice, knowledge creation, boundary spanning role, boundary management

 

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Journal Issue

Volume 7 Issue 2, ICICKM 2008 / Jun 2009  pp199‑296

Editor: Kevin O'Sullivan

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Keywords: competitive intelligence, conceptual umbrella metaphor, e-business performance, elicitation, enabling context, Ba, European firms, external knowledge, framework G-U-I-N, globalization, higher education, human networks, industry attractiveness, information age, information and communication technology, information communication, integration, intellectual capital, KM in agribusiness, knowledge capitalization, knowledge complexity, knowledge maps, knowledge modelling, knowledge sharing, knowledge transfer, leadership, mapping technique, merging, mind map, m-k toolkit, mobile knowledge, new technology-based firm (NTBF), ontology, research network, risk, social aspects, social network analysis, social software, strategic alliances, strategic information management, strategy formulation process, technologies, technology adoption, technology, Thailand, triple helix model, university-industry interaction, value network, virtual knowledge management, wicked problems

 

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Journal Issue

Volume 7 Issue 3 / Jun 2009  pp297‑397

Editor: Dan Remenyi

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Keywords: competitive intelligence, conceptual umbrella metaphor, e-business performance, elicitation, enabling context, Ba, European firms, external knowledge, framework G-U-I-N, globalization, higher education, human networks, industry attractiveness, information age, information and communication technology, information communication, integration, intellectual capital, KM in agribusiness, knowledge capitalization, knowledge complexity, knowledge maps, knowledge modelling, knowledge sharing, knowledge transfer, leadership, mapping technique, merging, mind map, m-k toolkit, mobile knowledge, new technology-based firm (NTBF), ontology, research network, risk, social aspects, social network analysis, social software, strategic alliances, strategic information management, strategy formulation process, technologies, technology adoption, technology, Thailand, triple helix model, university-industry interaction, value network, virtual knowledge management, wicked problems

 

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