The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Information about the European Conference on Knowledge Management (ECKM) is available here.

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Information about the European Conference on Intangibles and Intellectual Capital (ECIIC) is available here
Journal Issue
Volume 7 Issue 1, ECKM 2008 / Apr 2009  pp1‑198

Editor: Roy Williams

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Knowledge Management Paradoxes  pp1‑10

Jan Aidemark

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Firms as Connected, Temporary Coalitions: Organisational Forms and the Exploitation of Intellectual Capital  pp11‑20

Sandra Begley, Michael J Taylor, John R Bryson

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Intellectual Capital and IFRS3: A New Disclosure Opportunity  pp21‑30

Daniel Brännström, Marco Giuliani

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Business Benefits of Non‑Managed Knowledge  pp31‑40

Sinead Devane, Julian Wilson

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Predicting the Influence of Network Structure on Trust in Knowledge Communities: Addressing the Interconnectedness of Four Network Principles and Trust  pp41‑54

M. Max Evans, Anthony K.P. Wensley

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Collaborative Development of Knowledge Representations — a Novel Approach to Knowledge Elicitation and Transfer  pp55‑62

Alexeis Garcia-Perez, Robert Ayres

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The Gatekeepers' Intervention in Innovation and Technological Transfer  pp63‑76

Deogratias Harorimana

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How to Improve Your Knowledge Intensive Organisation: Implementing a Knowledge Management Scan Within Public and Private Sector Organisations  pp77‑86

Hans Koolmees, Henk Smeijsters, Sylvia Schoenmakers

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Model to Support Patent Retrieval in the Context of Innovation‑Processes by Means of Dialogue and Information Visualisation  pp87‑98

Paul Landwich, Tobias Vogel, Claus-Peter Klas, Matthias Hemmje

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Dynamic Knowledge and Healthcare Knowledge Ecosystems  pp99‑110

Virginia Maracine, Emil Scarlat

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InCaS: Intellectual Capital Management in European SME — Its Strategic Relevance and the Importance of its Certification  pp111‑122

Kai Mertins, Wen-Huan Wang, Markus Will

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As the Lisbon Agenda declares the aim for the European Union to become the most dynamic and competitive knowledge‑based market in the world by 2010, management instruments are needed to support companies achieving this ambitious goal. Small and medium‑sized companies (SMEs) are especially affected by this plan being the driving force of Europe's economy. To obtain their competitive advantage, it is crucial for SMEs to utilise knowledge efficiently and to enhance their innovation potential. Thus, managing their specific Intellectual Capital (IC) becomes more and more important for future‑oriented organisations. A practical way to tackle the challenge is the methodology developed by the German pilot project 'Wissensbilanz — Made in Germany' and the European pilot project 'InCaS: Intellectual Capital Statement — Made in Europe'. The Intellectual Capital Statement (ICS) is an instrument to assess, develop and report the IC of an organisation and to monitor critical success factors systematically. By applying this method in more than 50 German and 25 European small and medium‑ sized enterprises, it was possible to support the participating companies in identifying, evaluating and developing their strategically relevant knowledge. Resulting from increased interests in managing and reporting of IC, stakeholders such as creditors or investors receive ICS in completely different qualities — from very reliable to implausible. To ensure the quality of ICS in a sustainable way, we have developed an approach of ICS certification based on the methods of quality management system certification, financial audit and the assessment for European Excellence Award. In the end, only the ICS fulfilling the quality requirements will be awarded a certificate. A catalogue with requirements shall serve as the certification basis and has to be in place beforehand. This catalogue evolved as an essence of both above mentioned projects and includes the experiences of ICS implementations. The challenge is to determine the smallest possible amount of requirements that will enable the ICS to meet the acknowledged quality criteria. Furthermore, this paper summarises how the InCaS method supports companies developing a knowledge‑based strategy. We describe research results gained from the German and European project about the strategic relevance of particular IC factors in general and their relevance depending on the business sector. 


Keywords: intellectual capital statement audit, knowledge management, innovation, SME, quality requirements, certification


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Uncovering a KMSD Approach from Practice  pp123‑134

Aboubakr A. Moteleb, Mark Woodman

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Value, Kaizen and Knowledge Management: Developing a Knowledge Management Strategy for Southampton Solent University  pp135‑144

S J Rees, H Protheroe

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The Concept of Knowledge in KM: a Relational Model  pp145‑154

Colin Reilly

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The Socratic Dialogue in the Work Place: Theory and Practice  pp155‑164

Dan Remenyi, Paul Griffiths

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Social Networking and the Transfer of Knowledge  pp165‑178

Graeme Smith

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Balancing Learning and Efficiency Crossing Practices and Projects in Project‑based Organisations: Organisational Issues. The Case History of "Practice Groups" in a Consulting Firm  pp179‑190

Saverino Verteramo, Monica De Carolis

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Dear Diary: Recommendations for Researching Knowledge Transfer of the Complex  pp191‑198

Carol Webb

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