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

Measuring the Effects of Knowledge Management Practices  pp161-170

Geoff Turner, Clemente Minonne

© Apr 2010 Volume 8 Issue 1, Editor: Ettore Bolisani, Enrico Scarso, pp1 - 180

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Abstract

Successful managers focus their attention on factors that are critical in establishing and maintaining an organisation's competitive edge. The knowledge and skill of employees is one of those factors and it requires proactive management attention. Conceptually, this is achieved through Knowledge Management, a term that has existed in the mainstream of business lexicon for quite some time. Despite this, there is the conspicuous absence of a common understanding of the term that frustrates many managers. Studies have clearly established that there are three interdependent and complementary pillars that support the concept of Knowledge Management. These are Organisational Learning Management (OLM), Organisational Knowledge Management (OKM) and Intellectual Capital Management (ICM). OLM, which has so far dominated both academic and practitioner debate, concerns itself with the problem of capturing, organising and retrieving explicit knowledge, or information, and has led to the simplistic misconception that Knowledge Management only involves the capture, or downloading, of the content of employees' minds. ICM is dominated by those particularly interested in defining key performance indicators that will measure the impact and the benefits of applying knowledge management practices. If management requires measurement this is an essential task but it can only be undertaken once an organisation has clearly established the strategy‑structure‑process parameters to ensure it accesses, creates and embeds the knowledge that it needs...the OKM pillar of knowledge management. This paper looks more deeply at this pillar and in particular the lack of a general integrative approach to enhancing organisational performance in this key strategic area. It considers to what extent such an approach may help an organisation more effectively manage its most relevant source of competitive advantage. With a greater awareness of the various factors allied to the managing and leveraging of human oriented and system oriented knowledge assets, some proposals are put forward to assist in developing or redefining an organisation's intellectual capital reporting models in search of a planning, control and performance measurement system that accounts for the management of an organisation's intellectual assets.

 

Keywords: organisational learning management, organisational knowledge management, intellectual capital management, performance indicators, competitive advantage

 

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Journal Article

Understanding Personal Knowledge Development in Online Learning Environments: An Instrument for Measuring Externalisation, Combination and Internalisation  pp39-47

Markus Haag, Yanqing Duan

© Jan 2012 Volume 10 Issue 1, ECKM 2011, Editor: Franz Lehner, pp1 - 109

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Abstract

This paper investigates personal knowledge development in online learning environments using the perspective of a model adapted from Nonaka and colleagues’ SECI model. To this end, the SECI model, which was originally designed to describe organisational knowledge creation and conversion, was adapted to conceptualise personal knowledge development in online learning at the individual level. As the SECI model was originally conceived at the organisational level, in order to measure personal knowledge development at the individual level in the context of online learning, a measurement instrument was created in order to measure the scores of individual online learners on Externalisation, Combination and Internalisation. It is argued that Socialisation is not a relevant mode in the context of online learning and is therefore not covered in the measurement instrument; this is explained further in the paper. This measurement instrument also examines the interrelationships between the three modes and a new model – the so‑called EC‑I model – is proposed to depict these interrelationships. The measurement instrument is based on data collected through an online survey, in which online learners report on their experiences of personal knowledge development in online learning environments. In other words, the instrument measures the magnitude of online learners’ Externalisation and Combination activities as well as their level of Internalisation, i.e. the outcomes of their personal knowledge development in online learning. For Externalisation and Combination, formative indicators were used, whereas for Internalisation reflective indicators were used. The measurement instrument is one of the main foci of this paper and is therefore discussed in‑depth. In sum, the paper proposes a modified version of the SECI model, extending the applicability of the original SECI model from the organisational to the individual level. It outlines a new measurement instrument which can be used to measure Externalisation and Combination, i.e. personal knowledge development processes, and Internalisation, i.e. personal knowledge development outcomes.

 

Keywords: personal knowledge development, SECI model, EC-I model, measurement instrument, measurement indicators, online learning

 

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Journal Article

Crucial Role of Corporate Culture to Align Organizational Goals with Economic Success  pp241-250

Zdenka Gyurak Babelova, Jaromira Vanova

© Jul 2014 Volume 12 Issue 4, ECIC 2014, Editor: Dagmar Caganova, pp187 - 272

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Abstract

Abstract: The success of enterprise is bounded with achievement of the set targets and progress of enterprise in accordance with its mission. Performance of any enterprise is determined by the level of performance of individual employees. Starting from se tting the objectives, from the strategic to the operational, procedures for their achievement, and the criteria for their evaluation, is the issue of performance management which is in consideration of industrial enterprise management in their day to day activities. Access to this issue affects the success of the enterprise on the market and its competitiveness. Objective indicators are supplemented by subjective evaluation of the representatives of the enterprise. Main challenge is to measure performance in the context of corporate culture, respectively to discover relations between corporate culture and the success of the enterprise. On the basis of the partial findings in this area, we have come to the conclusion about importance of relationship of cor porate culture and the success of the enterprise and the suitability to continue its investigations in more details. In this article we present results of our previous researches. Outcomes and conclusions, which we present in the paper, are based not o nly on theoretical knowledge, theories and results of published studies as well as several already completed results published under researches carried out by our institute but also on our researches focused on organizational performance.This contribution is a particular outcome of research project VEGA 1/0787/12 The identification of sustainable performance key parameters in industrial enterprises within multicultural environmentŽ and research project VEGA 1/0055/13 "Systematization of the impact of fac tors and conditions of knowledge management in the context of business strategy on work incentives and its reflection in growth efficiency, respectively sustainable level of business.

 

Keywords: Keywords: corporate culture, effectiveness measurements, indicators, performance management

 

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Journal Article

New Insights for Relational Capital  pp13-28

Kaisa Still, Jukka Huhtamäki, Martha G. Russell

© Jun 2015 Volume 13 Issue 1, Editor: Meliha Handzic and John Dumay, pp1 - 100

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Abstract

Abstract: In this paper, we concentrate on relational capital, manifestation of the old adage ⠀it is not what you know but who you know⠀. We propose that in this networked world, the importance of relationships between multiple stakeholders created by key personnel and financing becomes fundamental, and hence understanding and measuring those becomes fundamental, too. Accordingly, we highlight that there is a need to go beyond social, individual or personal relationships and organizational context, as well as beyond the limitations of the dyadic (one actor to one actor) view on relationships. Hence, we are introducing the ecosystem as the context for measuring relational capital. This paper builds on a construct of ecosystemic relational capital, cr eated for understanding and measuring the importance of relationships in the context of ecosystems. It looks at the totality of relationships both at organizational level and at individual level, measuring the structures and characteristics related to ind ividuals, organizations as well as the ecosystem as a whole (Still et al. 2014a). We acknowledge that the initial framework emphasizes the ⠜networking capabilities⠀ element of relational capital, with less attention to the element of ⠜customer loy alty and reputation⠀, which is the motivation for building on the construct. The processes of ecosystemic relational capital are already seen to be built on the possibilities afforded by the volumes of digital data, mostly from social media, providing d etails on the relationships between various actors related to various regions, sectors, technologies and products. However, we propose enhancing the holistic integration for better understanding and measuring of relational capital with the application of methods of social network analysis (SNA), network visualizations and social media analytics. In this paper, we present concrete examples of the enhanced framework. At the same time, we acknowledge that there are many other avenues for obtaining novel in sights for relational capital with these analytics

 

Keywords: innovation ecosystems, relational capital, social capital, visual ecosystem analytics, social network analysis, social media analytics, innovation indicators

 

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