The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Article

Intellectual Capital and Value Co‑Creation: an Empirical Analysis from a Marketing Perspective  pp147-158

Marco Valerio Rossi, Domitilla Magni

© Oct 2017 Volume 15 Issue 3, Linking Theory and Practice in Intellectual Capital, Editor: Dr. Ilídio Tomás Lopes and Dr. Rogério Marques Serrasqueiro, pp145 - 212

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Abstract

The aim of this study is to investigate intellectual capital (IC) drivers that may influence Italian consumers’ decision to participate in value co‑creation (VCC) activities with firms. Given the exploratory nature of the research, after a review of the relevant literature, we conducted a survey among Italian consumers to see if IC principal sub‑dimensions (i.e. Relational Capital, Human Capital and Structural Capital) played a role in triggering VCC processes. Using a Principal Component Analysis (PCA), we analyzed 270 usable questionnaires finding that, in order to decide to co‑create value with firms, IC sub‑dimensions actually play a critical role. Our findings showed that the motivations (i.e., IC components) that influence Italian consumers’ decision to participate in value co‑creation activities with firms are quite homogeneous and similar both for those who already participated in past in these activities as well for those who never participated. The study has several managerial implications as well as limitations. In fact, the survey has been conducted only among Italian consumers and therefore the research should be extended by a geographically standpoint. Moreover, the research analyzed only the demand‑side, while it would be certainly useful to know the point of view of companies also adopting other research methods (e.g., in‑depth interviews). This study provides to practitioners important suggestions and warnings about the importance of the development of IC sub‑dimensions to (co‑)create value with external actors and consequently suggests the importance of adopting a “open” approach towards consumers to establish an effective and interactive relationship with them. The study fills a gap in the literature, since there are not so many references in literature for a deep understanding of the concrete relationship between IC and VCC. In addition, to our best knowledge this paper is the first that explore IC‑related issues from a marketing perspective.

 

Keywords: value co-creation, intellectual capital, marketing, factor analysis, exploratory empirical analysis, consumer behaviour

 

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Journal Article

Building Intellectual Capital for Sustainable Development: Combining Local Wisdom and Advanced Knowledge  pp159-169

Roland Bardy, Arthur Rubens, Paul Eberle

© Oct 2017 Volume 15 Issue 3, Linking Theory and Practice in Intellectual Capital, Editor: Dr. Ilídio Tomás Lopes and Dr. Rogério Marques Serrasqueiro, pp145 - 212

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Abstract

When intellectual capital is built “from the scratch” in an effort to move a society’s situation to a sustainable status, there is often a need for a catalyst that triggers the endeavor. The “trigger”, in the case that is reported in this paper, was the installation of a new college in a rural community in Northern Ghana where heretofore, no comprehensive tertiary education had been available. The college established an outreach program which was destined to provide the community with increased opportunities for improving the overall social and economic well‑being. This creates an outer circle of engagement through accessing government officials, local businesses, community councils, health workers, traditional leaders (tribal chiefs), religious leaders and heads of NGOs on topics like labor relations, conflict resolution, sustainability management, social responsibility, cultural diversity, and social inclusiveness. At the onset, the members of the community contributed their traditional views on these topics and how this would combine with knowledge brought in through the new college. Since rural communities in Africa have a very intimate and intense relation to nature, good hands‑on skills and an abundance of indigenous wisdom, it was felt that this combination would result in a rich body of knowledge and competencies. Ultimately, a valuable base would be developed from this knowledge for an inventory of intellectual capital that can be transferred to generations of descendants. At the heart of this endeavor was the Center for Cross Cultural Ethics and Sustainable Development, an institution created by the college, to move these efforts forward. There are two perspectives which make this case relevant for new developments in knowledge management: One is the issue of what has been called the “fourth mission” of educational institutions (Trencher et al. 2013), moving the institutions to co‑creating sustainability by collaborating with government, industry and civil society to advance sustainable transformation in their environment. The other is that when two bodies of knowledge co‑exist, the question arises how this co‑existence should be approached. This case embeds a variety of systems‑thinking constructs. Which would be the best way to combine indigenous wisdom with new knowledge brought in by the college’s academicians and outside practitioners? How can a balance be coalesced between community needs that must often be satisfied short‑term and needs for which long‑term solutions are required? How can self‑organization and relationality be conjoined? How can intellectual capital from both the traditional and the newly acquired skills and knowledge be generated in the community? The paper reflects on both the knowledge management and the systems‑thinking interpretations of the case. community) and processes self‑reference and other‑reference.

 

Keywords: Ghana, Sustainable Development, Fourth Mission, Social Well-Being, Indigenous Wisdom, Systemic Co-Creation, Community Intellectual Capital, Luhmannian Framework.

 

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Journal Issue

Volume 9 Issue 1, ECKM Special Issue / Mar 2011  pp1‑84

Editor: Eduardo Tome

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Editorial

Guest Editor Dr. Eduardo Tomé
Eduardo concluded a PhD in Economics with a thesis on the European Social Fund in 2001 at the Technical University in Lisbon. His main research interests are Social Policy and Human Resources / Knowledge Management / Intellectual Capital. He has published papers in International Refereed Journals as the Journal of Intellectual Capital, the Journal of European Industrial Training, the International Journal of Management Concepts and Philosophy, and the International Journal of Learning and Intellectual Capital. He is a member of the Editorial Board of the Electronic Journal of Knowledge Management. Since 2001 he has presented papers in around 4 international conferences every year.

 

Keywords: nalytic hierarchy process, change processes, co-creation, collective intelligence, competitive intelligence, conceptual learning, hospital-in-the-home units, intellectual capital, KIBS, knowledge interactions, trust-building mechanisms, computer services, case study, KM 2.0, knowledge, knowledge creation, knowledge management, knowledge management maturity, knowledge sharing, knowledge-based development, learning dynamics, operational learning, personal knowledge and skills, problem solving, sensitivity modelling, service business, services, social computing, SPF framework, storytelling, typology, university, user-generated content, Web 2.0, work profile,

 

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Journal Issue

Volume 15 Issue 3, Linking Theory and Practice in Intellectual Capital / Oct 2017  pp145‑212

Editor: Dr. Ilídio Tomás Lopes, Dr. Rogério Marques Serrasqueiro

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Editorial

 

Keywords: value co-creation, intellectual capital, marketing, factor analysis, exploratory empirical analysis, consumer behaviour, Ghana, Sustainable Development, Fourth Mission, Social Well-Being, Indigenous Wisdom, Systemic Co-Creation, Community Intellectual Capital, Luhmannian Framework, Business performance, Intellectual capital, Human capital, Strategic Intent, Chief Knowledge Officers, strategic knowledge management, Intellectual Capital, reporting, measurements, actors, project sponsor, project leader, field study, Italy, intangibles, HRM, HR function, project-oriented organization, HR practitioners, HR business partner, Psychological capital, authentic leadership, trust, work well-being, efficacy, optimism, hope, resilience & Egyptian public organizations

 

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