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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Information about the European Conference on Knowledge Management (ECKM) is available here.

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Information about the European Conference on Intangibles and Intellectual Capital (ECIIC) is available here
 

Journal Article

Intellectual Capital Development  pp181-192

Eckhard Ammann

© Jul 2010 Volume 8 Issue 2, ECIC 2010, Editor: Constantin Bratianu, pp181 - 266

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Abstract

An approach for intellectual capital development in an organisation is given. It is based on a new conception of knowledge and knowledge dynamics and raises the notion of knowledge conversions to the level of intellectual capital domains. Intellectual capital development can be modelled with this approach by means of general transformations between domains and between appropriate parts of these domains, which themselves are refined and modelled with general knowledge conversions. To attain this approach, a new conception of knowledge and knowledge dynamics is introduced. The knowledge conception is represented by a knowledge cube, a three‑dimensional model of knowledge with types, kinds and qualities. The type dimension addresses the internal‑external aspect of knowledge, seen from the perspective of the human being. The kind dimension distinguishes various knowledge kinds like propositional or procedural knowledge. Finally, in the quality dimension, several quality measures of knowledge are given. Built on this conception, knowledge dynamics is modelled with the help of general knowledge conversions between knowledge assets. A set of basic knowledge conversions is given in a way, such that more complex general conversions may be easily gained by building on this set. Through this conception, we gain a sound basis for knowledge management and development in an enterprise. Raising this knowledge development approach to the more strategic and resource‑oriented intellectual capital level in an organisation, general transformations between the three main intellectual capital domains (individual competence, internal and external structure) and between parts of them can be described. With their help a model for intellectual capital development is gained: In a top‑down approach, general transformations of intellectual capital are broken down to the notion of general knowledge conversions. This leads to development of the intellectual capital, i.e. to value creation in a company. To indicate the applicability of our approach, an example for the development of customer relations capital is given.

 

Keywords: intellectual capital development, transformations of intellectual capital, intangible resources, value creation, conception of knowledge, knowledge conversions

 

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Journal Article

Real Options in the Valuation of Intangibles: Managers’ Perception  pp168-182

Belén Vallejo-Alonso, Gerardo Arregui-Ayastuy, Arturo Rodriguez-Castellanos, Domingo García-Merino

© May 2013 Volume 11 Issue 2, Editor: Ken Grant, pp116 - 182

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Abstract

Abstract: The aim of the present is to verify the degree of applicability of the financial valuation method developed by Rodríguez‑Castellanos et al. (2006a, 2007) for the valuation of real option‑based intangibles in the Spanish region of the Basque Country. The field study consisted on a telephone survey of CFOs in a random sample of Basque Country’s firms, selected using segmentation criteria based on size and business sector. Considering the 517 replies received it is stated that, despite three of every four CFOs answering that options were included in their intangibles, approximately one of every five is actually capable of identifying such options. When we consider the difficulties encountered in estimating the model’s parameters, the conclusion is that less than 10% of the region’s firms are likely to be in a position to directly apply the method proposed for the valuation of real option‑based intangibles, which means a preliminary phase of analysis and diagnosis is required before the method can actually be applied in practice. The present paper makes a substantial contribution because it’s the first study that tries to verify the utility of a method for the financial valuation of intangible resources to take into account the associated real options. It could be useful from an academic and managerial point of view.

 

Keywords: real options, intangible resources, core competencies, financial valuation, intellectual capital, intangibles’ valuation

 

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Journal Article

Editorial for EJKM Volume 15 Issue 2  pp59-60

Associate Professor Johannes Dumay

© Jul 2017 Volume 15 Issue 2, Editor: John Dumay, pp59 - 146

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Abstract

In opening my first editorial as the new Editor of the EJKM I would first like to extend my warm thanks and appreciation to Professor Ken Grant who has guided the journal until the end of 2016. Currently, EJKM is emerging as a viable research outlet for knowledge management researchers and scholars with several papers being well cited on the Google Scholar citation database. Thus, I take the reins of a journal that is making a significant contribution to developing insights into knowledge management theory, research and practice. However, regardless of the success of EJKM to date, I am aiming to continue to improve the journal’s status along with improving the author experience. Therefore, there will be some noticeable changes in the way I edit EJKM and the way we publish the journal. In an academic world where we all live with the “publish or perish” mindset (de Villiers and Dumay, 2013), to have an open access journal dedicated to a specialised topic like KM has advantages and disadvantages. The main advantage is that we have a publication outlet for our work so we can share our research with like‑minded academics. Second, because EJKM is an open access journal, we also have the opportunity to reach out to practitioners (and scholars) who might have been locked out of reading about our research because of the academic paywall (Guthrie et al., 2015). Reaching out to readers who might otherwise be marginalised because they do not have access to the latest academic research is a growing and important issue because most academic research is funded by the public purse. Therefore, to have that research locked up, waiting for the University who paid for the research costs to once again pay for access to the research its scholars’ have produced is a perverse and declining business model. Thus, as more and more research institutions turn towards the requirement to have research published as gold open access, it raises the prospects of journals like EJKM to grow in submissions, and potentially publications. The main disadvantage of a specialised journal is its narrow appeal to a particular group of academics and practitioners. While knowledge management is a commonly used term in academia and practice, there are several journals that EJKM competes with to garner quality submissions for publication. Therefore, as a journal we need to be an attractive place to publish and even expand our scope. As such, I am encouraging more submissions from the related fields of intellectual capital, and intangible resources because these are underrepresented in EJKM, and will allow for a greater breadth of submissions (see Cuozzo et al., 2017). To launch this effort, a special issue is being dedicated to knowledge management and intellectual capital case studies. Additionally, one of the conferences supporting EJKM is now renamed as the European Conference on Intangibles and Intellectual Capital . In my prior experiences as an editor, another major challenge is receiving publications that are suitable to send out for review that have the potential make a contribution to our expanding scope and have the potential to garner citations. To transform a submitted paper into a publishable paper is a particular challenge because we need to find suitable reviewers and rely on their contribution via feedback on how the paper can best be transformed from a rough diamond into a polished gem, without offending the sensibilities of the articles’ authors. As such we have revamped our reviewers, we have created a new International Advisory Board and we have introduced new Associate Editors. Arguably, a strong representation of leading scholars will help us improve the attractiveness of the journal to other leading scholars. Another upcoming innovation is a move to a continuous publishing model, whereby accepted papers appear in the journal with a Volume, Issue number and page references shortly after they have been accepted for publication. EJKM is going towards the continuous publication model because we want to get current research out to our readers in a timely fashion. Additionally, the benefit for our authors is that their article appears sooner, and they do not have to wait many months until an issue is ready. We need to do this to ensure we offer our authors the same or an improved time from acceptance to publication. Last, I want to reassure all authors and potential authors of our commitment to ensuring EJKM has a robust, ethical and transparent review process. Although we are an open access journal that requires a small fee for publication to cover the journal’s costs, payment is only required after the review process is completed, and thus there is no guarantee that a submission will be published. EJKM abides by the guidelines of the Committee on Publication Ethics (COPE) to ensure the scientific contribution of articles via the double‑blind peer review process. EJKM is a serious academic journal and desires to publish the articles that make important contributions to knowledge management, intellectual capital and intangible resources. I thus invite you to use the articles published in EJKM as part of your future research, and to submit your high quality research for publication.

 

Keywords: knowledge management, intellectual capital, intangible resources, open access, continuous publishing

 

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