The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
Become a Reviewer for EJKM click here
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 Intellectual Capital (ECIC) is available here
 

Journal Article

Does Intellectual Capital Management 'Make a Difference'? A Critical Case Study Application of Structuration Theory  pp515-526

John A. Tull, John C. Dumay

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

Look inside Download PDF (free)

Abstract

The central problem addressed in this paper is how intellectual capital (IC) management can progress beyond measurement and disclosure to provide a more dynamic interpretive scheme, in order to meet strategic management's demand that IC should 'make a difference'. Via a longitudinal case study, we observe an evolving use of narrative in disclosing IC and the manner and impacts of that change, set in the real example of a sophisticated organisation's struggle to realise the potential value of managing IC amidst rapid business change and intense competition. In order to frame the discussion, elements of Giddens' 'structuration theory' are critically applied to understand the recursiveness of the change that occurred from within the organisation. We report three main findings. First, organisation's operating environment, as reflected in changes to the framework adopted for managing IC despite continuing frustration in realising the envisaged benefits. Second, we establish the use of structuration theory as a tool to analyse the manner and impact of IC practices in future research. Third, we show how the stated aims of IC practice have not yet been fully realised by the studied organisation, thus providing a realistic example of the possible failings of IC practice due to inadequacies of the modalities employed by management to bring about recursive change and the need for a fuller assessment of projective agency.

 

Keywords: intellectual capital, structuration, narrative, organisational change, strategic impact

 

Share |

Journal Article

The Learning Journey of IC Missionaries: Intuition, control and value creation  pp121-129

John Dumay, Mary Adams

© Jun 2014 Volume 12 Issue 2, Special Edition for ICICKM 2013, Editor: Annie Green, pp89 - 160

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 |

Journal Article

Management Consultancies and Technology Consultancies in a Converging Market: A Knowledge Management Perspective  pp39-52

Jason Kirk, Ana Vasconcelos

© Nov 1999 Volume 1 Issue 1, Editor: Fergal McGrath, pp1 - 68

Look inside Download PDF (free)

Abstract

This paper looks into the consultancy processes and professional practices of management consultants and of technology consultants from a knowledge management perspective. The process of consultancy in both cases was characterised by the following categories drawn from the analysis of interviews: boundaries, actors, process and information. The findings for each type of consultancy were synthesized into two different narratives. Considerable differences in the way they operate were identified in terms of: the definition of the context of the problem and risk assessment; negotiation through the client system and the use of language and vocabulary in the consultancy process, leading to the development of different professional discourses and different approaches to the facilitation of organisational learning

 

Keywords: Consultancy processes knowledge transfer organisational learning professional discourses power Grounded Theory narratives

 

Share |