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

Becoming a "Sense‑and‑Respond" Academic and Government Organisation  pp213-220

Elisabeth McDaniel, Mary McCully, Robert D. Childs

© May 2007 Volume 5 Issue 2, ICICKM 2006, Editor: Dan Remenyi, pp131 - 254

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Abstract

The Information Resources Management College is the largest of four colleges of National Defence University, the pre‑eminent U.S. graduate‑level institution responsible for educating military and civilian senior leaders across government for national security. The college, dedicated to developing information leaders who can leverage information and information technology for strategic advantage, is rapidly becoming an adaptive enterprise. The college is transforming into a "sense‑and‑respond" organisation (Haeckel, 1999), that is increasingly netcentric and agile, an essential quality for survival in a dynamic Information Age environment. By engaging more directly with stakeholders, the college is sensing the learning needs of government organisations. In response it is re‑designing current, and designing new, educational programs, re‑framing its courses into professional development seminars, and designing tailored educational services to meet the learning needs of government organisations. Via its large distributed learning program, the college reaches students around the world, and is expanding its current global reach by supporting communities of practice aligned with perceived stakeholder interests. It is also encouraging faculty participation with networks of government, academic, and private sector colleagues to enrich learning. Cross‑boundary communication, collaboration, and leadership are valued as essential to better government and the agility of the college, and are infused as curricular and organisational goals. As part of its transformation, college leaders streamlined the organisational design to create teams of faculty to develop and deliver programs. Replacing command‑and‑control systems, the leaders are adapting the organisational context by re‑framing the organisation's reason for being, governing principles, and high‑level business process design. While continuing to offer credit‑bearing courses and programs consistent with the academic traditions of a graduate school, the college is transforming from a "make‑and‑sell" organisation to a "sense‑and‑respond" organisation that models agility in today's information‑driven federal government environment.

 

Keywords: Agility, sense-and-respond, transformation, netcentricity

 

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Journal Article

Transformational and Transactional Leadership Predictors of the 'Stimulant' Determinants to Creativity in Organisational Work Environments  pp23-34

John D. Politis

© Apr 2005 Volume 2 Issue 2, Editor: Charles Despres, pp1 - 44

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Abstract

This paper examines the relationship between the leadership dimensions associated with Bass's (1985) model, and the 'stimulant' and 'obstacle' determinants of the work environment for creativity. There are three major findings in this research. First, the relationship between transformational and transactional leadership and the 'stimulant' determinants of the work environment for creativity is significant and positive. Second, the 'obstacle' determinants of the work environment for creativity are negatively related with both transactional and transformational leadership. Finally, transformational leadership is more strongly correlated than transactional leadership with the 'stimulant' determinants of the work environment for creativity. Thus, transformational leadership is an increasingly important aspect in today's organisations in creating a corporate culture and the work environment that stimulates employees' creativity and innovation.

 

Keywords: creative work environment, innovation, knowledge management, organisational creativity, transformational and transactional leadership

 

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Journal Article

Generation of Human and Structural Capital: Lessons from Knowledge Management  pp91-98

Henrik Agndal, Ulf Nilsson

© Apr 2006 Volume 4 Issue 2, ICICKM 2005, Editor: Charles Despres, pp91 - 216

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Abstract

Interorganizational and social relationships can be seen as part of the intellectual capital of a firm. Existing frameworks of intellectual capital, however, fail to address how relationships should be managed to generate more intellectual capital. Drawing on the interaction approach and the fields of intellectual capital and knowledge management, this paper develops a framework for managing relationships. The framework is illustrated with a case study. It is also noted that firms can improve relationship management and thus generate more intellectual capital.

 

Keywords: Intellectual capital, structural capital, human capital, interorganisational relationships, social relationships, relationship transformation

 

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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 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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