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 Intellectual Capital (ECIC) is available here
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Journal Article

Critical Knowledge Map as a Decision Tool for Knowledge Transfer Actions  pp129-140

Jean-Louis Ermine, Imed Boughzala, Thierno Tounkara

© Jun 2010 Volume 4 Issue 2, ICICKM 2005, Editor: Charles Despres, pp91 - 216

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Abstract

Knowledge transfer is no longer reducible to classical solutions such as face‑to‑face training, technical education or tutoring. Knowledge to be transferred is professional knowledge (Business Knowledge). It involves the whole Knowledge Capital within an organization. Identifying the knowledge components that are worthwhile transferring is not an easy task. This is the problem addressed in this paper.

 

Keywords: knowledge transfer, knowledge management, knowledge mapping, and knowledge capitalization

 

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Journal Article

Enhancing the Reusability of Inter‑Organizational Knowledge: an Ontology‑Based Collaborative Knowledge Management Network  pp233-244

Nelson Leung, Sim Kim Lau, Joshua Fan

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

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Abstract

Researchers have developed various knowledge management approaches that only focus on managing organizational knowledge. These approaches are developed in accordance with organizational KM strategies and business requirements without the concern of system interoperation. The lack of interoperability means that heterogeneous Knowledge Management Systems from different organizations are unable to communicate and integrate with one another, this results in limitation to reuse inter‑organizational knowledge. Here, inter‑organizational knowledge is defined as a set of explicit knowledge formalized and created by other organizations. In this research, a collaborative inter‑organizational KM network is proposed to provide a platform for organizations to access and retrieve inter‑organizational knowledge in a similar domain. Furthermore, ontology and its related mediation methods are incorporated in the network. The concept of ontology enables organizations to explicitly represent their knowledge of a specific domain with representational vocabulary in terms of objects and their interrelated describable relationships. Although different organizations may possess their own set of ontologies, the mediation methods that include mapping, merging and integration are capable of reconciling the underlying heterogeneities of ontologies. In this way, it is possible for the participant organizations to reuse inter‑organizational knowledge within the network even though there are fundamental differences among organizations in terms of KMS structures and knowledge formats. The retrieved inter‑organizational knowledge could then be used to support knowledge creating, storing, dissemination, using and evaluation of the organizational KM process. In additional, a selection framework is also proposed to assist organizations in choosing suitable ontology mediation approaches, ranging from mapping approaches, levels of automation, mediation methods to matching techniques. While knowledge engineers could reuse inter‑organizational knowledge to create and evaluate organizational knowledge, general users are benefit from the effectiveness and efficiency in searching for relevant inter‑organizational knowledge within the network.

 

Keywords: knowledge management, ontology, mapping, merging, integration

 

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Journal Article

Designing a Strategy Formulation Process for New, Technology‑Based Firms: a Knowledge‑based Approach  pp245-254

Antonios Livieratos

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

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Abstract

In the knowledge‑based economy the nature of what is strategic has been modified along with the importance of knowledge and its management. One of the most important implications of these changes is the expansion of resources and products that are globally tradable, highlighting the importance of knowledge as the key economic resource of lasting competitive advantage. As a consequence of this shift in the economy, an increasing number of industries are moving from the closed innovation model to the open innovation model that created porous boundaries between the innovative company and its surrounding environment, changing the interand intra‑organizational modes of coordination. In an environment where knowledge is the key economic resource and the open innovation model is applied in more and more industries, we are experiencing the increasing importance of the New Technology‑Based Firm (NTBF). NTBFs face a number of difficulties mainly associated with a lack of resources and entrepreneurial skills and in order overcome the difficulties NTBFs strive towards flexibility while accelerating the development and commercialization processes by creating andor entering business networks. By adopting a knowledge‑based view for NTBFs and consequently placing knowledge in the centre of a systemic innovation model, knowledge networks constitute an asset for NTBFs. As this new form of cooperation takes multiple and often unpredictable forms it is thus essential to develop strategy formulation tools and processes that can help NTBFs to face their challenges. Until now little attention has been given to the development of strategy tools and processes tailored for the requirements of NTBFs. The present paper presents a concept to cope with NTBFs' by developing a generic process for strategy formulation. In this respect, an action research project was initiated. The proposed concept was initially designed, although not exclusively, for a Greek NTBF, Astrofos Ltd. The author, who is coordinator of the incubator where Astrofos is sited, is acting as a strategy consultant for the firm and has taken part in all its major decisions since summer 2007. In order to build the strategy formulation process, this paper proposes a mapping technique that attempts to depict a NTBF's tangible and intangible transactions as well as the strength of ties between the focal NTBF and its partners and the complexity of the knowledge. In developing the mapping technique, we have used a combination of the concept of weak ties, derived from social network analysis, with the notion of complex knowledge, as this combination was initially proposed by Hansen (1999). Additionally, a set of questions is proposed that have to be answered in order to pass from knowledge identification to knowledge transfer, from a strategic point of view. In this regard, the presented methodology constitutes an effort, on the one hand, to study the emergent patterns in what is considered to be a chaotic or disordered system and, on the other, to stimulate the creation of new patterns in the system that would be consistent with the NTBF's strategy.

 

Keywords: new technology-based firm, NTBF, innovation, strategy formulation process, value network, mapping technique, social network analysis, knowledge complexity

 

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Journal Article

Activities and Outputs of a Clinical Faculty: an Intellectual Capital Concept Map  pp647-662

Belinda Wilkinson, Clare Beghtol, Dante Morra

© Jan 2010 Volume 7 Issue 5, Editor: Kimiz Dalkir, pp535 - 662

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Abstract

The concept of intellectual capital (IC) was used to evaluate the activities and outputs of a university medical department. First, a conceptual framework was developed to highlight the importance of various activities as dimensions of IC. The conceptualization of IC was further developed using concept mapping (CM). The authors first considered the problem of what comprises IC and determined whether previous researchers have defined IC in terms of activities. The importance of IC, its definition as an organizational resource and activity, the link between IC and value creation and extraction activities, and the problem of the associated composition of IC taken from existing European guidelines and regulations were discussed. To begin to construct a classification of activities and outputs, the information currently employed for assessing the research, education, and related academic activities and outputs of faculty members were analyzed. Four different evaluation approaches were compared to identify the activities and outputs of a university medical department, and to consolidate the information being collected for evaluation of universities, university‑affiliated research institutes, researchers within universities, and faculty within university departments into an inclusive set of activities and outputs. These were two forms of IC reporting, one used in Austrian universities and the other at a university‑affiliated Swedish research institute together with two other long‑established means of assessing faculty, the Research Assessment Exercise in the UK, and the faculty evaluation and promotion requirements at the University of Toronto in Canada. Education administrators' perceptions were solicited to derive the IC used in a research faculty of a Canadian university. The results indicate that IC can be understood in terms of both activities and outputs. Clinical faculty can be expected to engage in research and its supervision, education, obtaining qualifications, clinical and professional practice, and service. Within these categories, individual activities and outputs were not considered to be of equal importance or impact. Among seventy activities and outputs, articles in internationally refereed journals was ranked as most important, whereas teaching awards was ranked as having the most impact by the most participants. This study extends existing research by using CM to generate a conceptual framework of IC for a department of medicine.

 

Keywords: intellectual capital, guidelines, concept mapping, university medical department, clinical faculty, education administrators

 

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Journal Issue

Volume 4 Issue 2, ICICKM 2005 / Mar 2006  pp91‑216

Editor: Charles Despres

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Keywords: automotive industry, business models, collaborative process communal lexicon community of practice corporate strategy corpus linguistics digital economy, empirical knowledge ethnography, human capital hypertext, information communication technology insurance Industry Intellectual capital measurement, interorganisational collaboration inter-organisational relationships knowledge capitalization. knowledge construction, knowledge definition, knowledge economy, knowledge elicitation, knowledge management behaviour, knowledge management context, knowledge management environment, knowledge management practices, knowledge mapping, multivariate analysis protection of knowledge, relationship transformation special language terminology structural capital, tacit knowledge value networks virtual prototype

 

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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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