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

For general enquiries email administrator@ejkm.com
Click here to see other Scholarly Electronic Journals published by API
For a range of research text books on this and complimentary topics visit the Academic Bookshop

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 Intangibles and Intellectual Capital (ECIIC) is available here
 

Journal Article

Supporting creativity through knowledge integration during the creative processes. A management control system perspective  pp258-267

Maurizio Massaro, Roland Bardy, Michael Pitts

© Jul 2012 Volume 10 Issue 3, ECIC 2012, Editor: John Dumay, pp208 - 278

Look inside Download PDF (free)

Abstract

Organizations require an intensive knowledge integration mechanism that supports creativity within all the phases of its process in order to analyze, understand, select, and integrate ideas into a business model. Management Control Systems, as a part of t he structural capital, can be utilized as knowledge integration mechanisms to provide: i) a dialog among internal or external actors of the creative process; ii) a knowledge repository for data and other information required in the selecting process; ii i) representation of the new ideas into a business model. Using a multi‑method case study, this article analyzes the role of knowledge integration played by Management Control Systems (MCS). Within the perspective of the Levers of Control (Simons, 199 5), MCS are recognized as the sum of belief, boundary, diagnostic and interactive systems that could be used to manage the creative process. We apply the Appreciative Inquiry model of creativity (Cooperrider, Srivastva, 1987) which recognizes four step s: Discovery, Dream, Design, and Destiny. Creativity is then classified based on the problem's characteristic using Unsworth's model (2001) which separates closed and open problems. Results show that in the early phases of the creativity process problem s are more structured and are faced using diagnostic and boundary tools. In the design phase, a dynamic tension between interactive and diagnostic systems is always preferred. The final phase (Destiny) requires diagnostic approaches in all cases. On th is foundation, the paper aims to contribute to the literature on innovation and intangible assets. It is our opinion that the results could also be used by managers and entrepreneurs involved in the creative process in order to improve a companies abilit y to face change.

 

Keywords: management control system, levers of control, knowledge integration

 

Share |

Journal Article

Knowledge Sharing, Control Mechanisms and Intellectual Liabilities in knowledge‑intensive firms  pp117-127

Maurizio Massaro, Michael Pitts, Filippo Zanin, Roland Bardy

© Jun 2014 Volume 12 Issue 2, Special Edition for ICICKM 2013, Editor: Annie Green, pp83 - 154

Look inside Download PDF (free)

Abstract

Abstract: Intellectual capital (IC) and knowledge sharing (KS) are key elements for fostering firm value, especially in knowledge‑intensive firms. Management Control Systems (MCSs) have been recognized as key knowledge integrators. Recently, this as sumption has been called into question as there may exist negative and destructive effects in both IC and KS fostered by a misuse of MCSs. Through a case study of 'Engineering Ltd.", this paper examines the 'dark side' issues associated by improperly impl ementing knowledge sharing and by imposing rules and constraints on behavior. The subject of our study, Engineering Ltd.Ž , is a consultancy company with 10,000 employees. The case study is used to scrutinize the major risks of knowledge sharing and to i ntroduce possible solutions.

 

Keywords: Keywords knowledge sharing, control mechanisms, intellectual liabilities, knowledge-intensive firms

 

Share |

Journal Article

The Learning Journey of IC Missionaries: Intuition, control and value creation  pp128-136

John Dumay, Mary Adams

© Jun 2014 Volume 12 Issue 2, Special Edition for ICICKM 2013, Editor: Annie Green, pp83 - 154

Look inside Download PDF (free)

Abstract

Abstract: The utilization of intellectual capital (IC) has often not been taken up as much as the proponents of IC may have wished. As Dumay (2012) outlines, there are barriers to implementing IC in organizations, and as academics and practitioners we need to overcome these barriers. We propose one way to do this is by providing reflective narratives of the journey the authors have taken as a successful IC practitioner and a successful IC academic. Based on constructivist learning theory (Chiucchi, 2 013a) we offer a staged model of IC development (Guthrie et al., 2012) outlining how we went through similar stages in personally understanding and deploying IC. To do this, Mary Adams and John Dumay trace their IC learning journey in three stages of i ntuition, control and value creation. This paper contributes to the IC literature by providing an understanding of the growth a person may need to take in order to become an IC Missionary, rather than merely an IC preacher (Dumay, 2013, p. 8). If this c an be achieved, we can provide a forum for open conversations about the concept of IC and the tools available so we can empower people and organizations to experience and collaborate to develop their own IC.

 

Keywords: Keywords: IC missionaries, narrative, learning journey, intuition, control, value creation.

 

Share |