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 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 Intellectual Capital (ECIC) is available here
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Journal Article

Towards Process Modelling in 'Knowledge Management' Work  pp111-120

John Kawalek, Diane Hart

© Nov 2003 Volume 1 Issue 2, Editor: Fergal McGrath, pp1 - 226

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Abstract

This paper draws from the experience of undertaking what has been termed 'knowledge management' work, and outlines the approach being taken, which has focused on the conceptual design of human processes. This paper presents a way of thinking about knowledge management as a set of processes involving (for example) (i) the human process to which human knowledge is applied (e.g. an 'operation' of some sort), (ii) the human process in which knowledge is encouraged to be developed (e.g. a course of study, application of techniques, thinking, reflection etc), (iii) a process of reviewing a the experience in problematic situation in order that learning can be derived (e.g. an 'after action review'), (iv) the integration of all the above processes which is in some way 'managed' and 'co‑ordinated' through the process of undertaking work as a 'knowledge manager'. The approach being taken assumes that it is the processes that are being managed, rather than the knowledge per se. The paper outlines the approach taken which draws upon the experiences, difficulties and anxieties of taking responsibility for a knowledge management initiative associated with the EU funded MEDFORIST project.

 

Keywords: Knowledge, process, methodology, design, management

 

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Journal Article

How to Ensure the Quality and Reliability of Intellectual Capital Statements?  pp437-448

Kai Mertins, Wen-Huan Wang, Markus Will

© Jan 2008 Volume 5 Issue 4, Editor: Charles Despres, pp347 - 550

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Abstract

To gain competitive advantage in Europe, it is vital for small and medium sized enterprises (SMEs) to utilise knowledge efficiently and to tap into full innovation potential. Reporting those intangible assets systematically to customers, partners, investors or creditors has become a critical success factor. Thus, managing "intellectual capital" (IC) becomes increasingly important for future‑oriented organisations. Conventional balance sheets and controlling instruments are not sufficient any more, because intangible assets are not considered. The collective research project "Intellectual Capital Statement — Made in Europe" considers national experiences and the current state‑of‑the‑art on measuring IC and will establish a European ICS guideline for implementing Intellectual Capital Statements (ICS). The ICS is an instrument to assess, develop and report an organisation's IC, to monitor critical success factors systematically, and to support strategic management decisions (cf. Mertins, Will 2007).For customers, investors and especially creditors, after receiving an ICS, one of the first things that usually comes into their mind is: Is this information "reliable"? To ensure a high quality level of ICS and to be accepted by, for instance, the financial market, it is important to have a neutral third party who certifies the reliability of the document. Learning from the experiences of ISO 9001 certification, assessment for the European Excellence Award and of financial audits, an ICS audit methodology has been developed. The ICS audit verifies the conformity with the European guideline respective ICS implementation process and the completeness of the ICS content. Furthermore, it will check whether the content is plausible, verifiable and representative for the company. To ensure sustainability, the auditor will get a picture of whether the ICS content is communicated and the stated actions for improvements are in progress or already realised. The main focus of this paper is to demonstrate how to ensure the quality and reliability of IC reporting and how to promote the sustainable realisation of actions by ICS audits.

 

Keywords: Intellectual capital, intellectual capital statement, quality management, audit methodology, knowledge management, SME European commissionresearch

 

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Journal Article

On Measuring Organizational Relationships: Threats to Validity in the Use of Key‑Informants  pp71-82

Haris Papoutsakis

© Oct 2008 Volume 6 Issue 2, ICICKM 2007, Editor: Rembrandt Klopper, pp1 - 116

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Abstract

The measurement of organizational characteristics in empirical studies that focus on inter‑group, knowledge‑ based collaboration requires research methods different from those used for measuring the characteristics of individuals. As an answer to that, key‑informant methodology is a frequently adopted approach that has been associated with qualitative methods. However, recently organizational researchers have used the technique to obtain quantifiable information on organizational structure, internal power distribution, within the group, and external relationships among groups that base their collaboration on the knowledge they share. This paper focuses on the threats to validity, which are inherent in empirical studies that adopt the key‑informant methodology as a social science tool. In particular, the paper thoroughly examines the effects that the Bagozzi and the Cook and Campbell construct validity criteria as well as the Huber and Power key‑informant validity criteria have during the two important phases of a research, i.e. developing valid measures of the theoretical constructs, and testing the relationships between theoretical constructs. The empirical results used in this paper stem from an investigation that aimed to evaluate the contribution of Shared Knowledge and Information Technology to Manufacturing Performance. Mutual Trust and Mutual Influence, among the collaborating groups (in this case manufacturing, quality and R&D), which were used in our study, as the two antecedents of shared knowledge. For the purpose of this research, an evaluation model was developed and survey data was collected from 51 medium to large size industrial companies with a total of 112 manufacturing groups, representing five industrial sectors (alimentation, automotive, chemical and pharmaceutical, electro‑mechanical, and textile), were analyzed to test the model. The key‑informant methodology that has been used for the selection of research responders was tested against threats to validity. As a conclusion, the paper exhibits the implications of the above widely accepted construct validity criteria and specific key‑informant validity criteria, building upon the results of the above industrial empirical research. The lessons learned are presented in a way that may lead future organizational researchers to error preventive measures.

 

Keywords: inter-group collaboration, key-informant methodology, threats to validity, lessons learned

 

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Journal Article

On the Importance of Managing Intangible Assets as Part of Corporate Strategy  pp217-224

Annie Brooking

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

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Abstract

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Keywords: intellectual capital, SMEs, IC methodology, strategic business planning

 

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