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. 

The shared use of specialist terminology amongst the members of a community of practice is explored as evidence for the existence of the concept of terminology is described — this method uses both univariate analysis, specifically frequency distribution of single and compound words, and multivariate statistical analysis, particularly factor analysis. The results show that terminology sharing may act as a metric for knowledge sharing and knowledge diffusion among different (sub‑) communities. The case study chosen to demonstrate the efficacy of the terminology‑sharing method is drawn from breast cancer care, where texts produced for and by the three main components of the community are examined — namely the experts, the professionals and the patients. The shared use of specialist terminology amongst the members of a community of practice is explored as evidence for the existence of the concept of communal lexicon. A computer‑based method of investigating the extent of terminology is described — this method uses both univariate analysis, specifically frequency distribution of single and compound words, and multivariate statistical analysis, particularly factor analysis. The results show that terminology sharing may act as a metric for knowledge sharing and knowledge diffusion among different (sub‑) communities. The case study chosen to demonstrate the efficacy of the terminology‑sharing method is drawn from cancer care — especially breast cancer care, where texts produced for and by the three main components of the community are examined — namely the experts, the professionals and the patients. 

In a knowledge economy landscape, successful global consulting firms are the ones putting focus on effectively and efficiently organising and managing the highly distributed diversified knowledge in the organisation. In order to sustain their competitive advantage, knowledge‑companies need to harness knowledge and to analyse knowledge sharing mechanisms and learning in the whole organisation. Knowledge sharing in global firms is a not only a cross‑department process but it should also take place within the same department. It is well recognised that the knowledge sharing mechanism is a highly complex process to put in place and to promote in the organisation. The primary goal of our research is to empirically investigate knowledge sharing and learning mechanisms within a global consulting company. The phenomenology discipline has guided our research methodology because it is the most appropriate approach for coping with the social complexity of management and business. Our research approach intends to make social sense from the knowledge sharing practices and observations conducted in order to understand how and what is shared. 

This paper presents recent research findings on the effects of organizational knowledge management (KM) context on KM practices. Data were collected at a large Canadian law firm via a Web‑based survey instrument from over 400 participants comprising professional and support staff working in various office locations. The purpose of the study was to gain insight on the antecedents of knowledge management behaviors in organizations. A theoretical model explicating the impact of an organization's KM environment on both organizational and individual KM behaviors was developed and tested using structural equation modeling techniques. The moderating effects of age, biological sex, job category, and years spent in the organization were also examined. Results indicate that an organization's knowledge management environment impacts on both organizational as well as personal knowledge management behaviors. Furthermore, we show that organizational KM behavior also influences personal KM behavior, thus acting as a mediator between the overarching organizational knowledge management policies and practices and the employees' individual practices. Based on this empirical evidence, recommendations are suggested for organizations wishing to institutionalize knowledge management initiatives in their firms. 

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. 

The way knowledge is represented influences the effectiveness with which that knowledge can be shared and reconstructed. Of particular interest to this study is the hypertext knowledge representation. Based on the schema theory, we propose a model explaining the effect of the hypertext knowledge representation on the user's problem solving performance. The sophistication of the knowledge structure that the user can construct from the hypertext knowledge representation is proposed as an intervening variable mediating the effect of hypertext on the problem solving performance. According to our model, the hypertext representation of the "collective schemata" of a group of experts allows the user to acquire a more complex and better integrated knowledge structure that is more similar to the experts' than does a linear representation. The model further hypothesizes that the complexity, integration and degree of similarity of an individual's schemata to that of domain experts in turn improves significantly the individual's problem solving performance. Compared to the linear representation, the hypertext representation of expert knowledge is expected to improve the quality of problem solving in the organization through the facilitation of the acquisition of more sophisticated knowledge structures by the users. A field experiment was used to verify the hypotheses of our model. This research demonstrates the important role of hypertext knowledge representation in supporting knowledge construction and problem solving. 

Over the last decade we have seen the emergence of an economy in which the digital component has become a constant presence in all areas of knowledge. In the digital world, characterised and dominated by a complex connectivity, value assumes a complex meaning, which is strongly distinct from that used in the traditional economy. There are new business concepts, new strategies based on innovation, new mechanisms to create value, and a new need — to build methodologies and metrics that can measure and reflect it. 

This paper reports on an empirical study, which investigates the Intellectual capital measurement and management in the Iran Insurance Industry. According to the current situation of the firms in this industry, we develop a toolbox for managers to help them to identify and evaluate ICs in this industry .in this regard we investigate intellectual capital stocks, intellectual capital processes and performance in this industry through three phases including: Identifying, Measuring, and Analyzing. Based on this toolbox, the priority of Iran Insurance industry was uncovered and the road map was discussed. 

The purpose of this article is to analyze how knowledge creation within production process verification units within companies and knowledge transfer between product development and production units are affected by the use of virtual prototypes. The analysis shows that the use of virtual prototypes has a negative effect on knowledge creation and transfer. However, increased degrees of acceptance regarding the new method combined with improved technical level are anticipated to reduce these negative effects. 

At a time when there is a lot of debate as to what 'knowledge' means in organisations MaKE First Steps provides a practical way of addressing the issue in organisations. It is a practical approach for collaboratively defining knowledge in organisations in such a way that the definition that is created fits an organisation's needs, context and preferences. This paper describes and explains how the process works, how it was tested in a commercial environment and the results of that research. This work is highly relevant to both academics and practitioners, and the author argues that this is an excellent way for employees in organisations to commence knowledge management (KM) practically. 

The aim of this paper is to analyze different strategies for protecting knowledge in interorganisational collaborative relationships, based on intellectual capital (IC) theory. Previous research has stressed the need for the flows between structural, human and relational capital to work properly, i.e. that the firm has a broad bandwidth of communication. Firms involved in interorganisational collaborative relationships need to be able to manage the IC flows in order to make the communication run smoothly, while limiting involuntary leakage of strategically important knowledge. The paper examines the strategies aimed at keeping the balance between sharing and protecting knowledge identified in a multinational firm with extensive experience of close collaboration with partners that are partly also competitors.