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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Journal Issue
Volume 7 Issue 4, ECIC 2009 / Jul 2009  pp397‑534

Editor: Christiaan Stam, Daan Andriessen

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In Search of Alternative Metaphors for Knowledge; Inspiration from Symbolism  pp397‑404

Daniel Andriessen, Marien Van Den Boom

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Pictures of Knowledge Management, Developing a Method for Analysing Knowledge Metaphors in Visuals  pp405‑414

Daniel Andriessen, Eja Kliphuis, Jane McKenzie, Christine van Winkelen

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The Frontier of Linearity in the Intellectual Capital Metaphor  pp415‑424

Constantin Bratianu

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IC—based Inter‑industry Variety in Serbia  pp425‑436

Sladjana Cabrilo

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The Meaning of Intangible Assets: New Insights into External Company Succession in SMEs  pp437‑446

Susanne Durst, Stefan Gueldenberg

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Identifying a Suitable Approach for Measuring and Managing Public Service Productivity  pp447‑458

Aki Jääskeläinen

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How to Conduct the Audit of Intellectual Capital in Polish Tourism Business?  pp459‑468

El bieta Maria Kot

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Measuring the Impacts of an IC Development Service: the Case of the Pietari Business Campus  pp469‑480

Paula Kujansivu, Antti Lönnqvist

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Business Model Evolution in IA IC Support Centres and the Role of Market‑Making  pp481‑488

Iain Russell

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This paper addresses some of the issues for 'migrating' the 'business model of IA IC support centres depending upon the developing nature of their roles over time. It explores how centres may be sustained over a sufficient period of time to impact economically at a local, regional or national level. In state or project‑funded centres it is sometimes difficult to maintain levels of funding over a sustained period of time due to the 'project' nature of many funding schemes. Indeed many of the initiatives in this field globally over the last 10‑15 years have been noticeably transient. As a consequence the assets which might be created are not adequately transferred to more long‑lasting bodies which might be able to exploit them further. To strategically manage a centre often means looking for business models which can sustain the work of the centre over a period of time longer than projects (in excess of five years) to create economic impacts. The paper therefore particularly reflects upon the role of such centres in market‑making (or maybe more accurately market‑proving) should such a role be envisaged for it. The rationale which may lead to the need to explore the making or proving of a market in IA IC support is reviewed as well as the drivers for strategy adjustment which may lead to role changes for support centres. Roles which might bear market return as against those which are unlikely to have commercial returns are examined in the paper. The barriers to making changes in the business model are explored as well as the potential benefits for the users of such centres as well as their funders. The exit routes for the public sector are reviewed. The paper should assist in helping other centres with similar issues. The paper suggests further areas of research for scholars to help illuminate some of the issues which are highlighted in the paper. 


Keywords: commercialisation market-making intangibles intellectual assets intellectual capital business models


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Intellectual Capital of the European Union 2008: Measuring the Lisbon Strategy for Growth and Jobs  pp489‑500

Christiaan Stam, Daan Andriessen

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The Impact of Welfare State Development on Social Trust Formation: an Empirical Investigation  pp501‑508

Larysa Tamilina

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Using Scenarios to Explore the Potential for Shifts in the Relative Priority of Human, Structural and Relational Capital in Generating Value  pp509‑516

Christine van Winkelen, Jane McKenzie

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Applying Intellectual Capital Process Model for Creating a Defensive Protection System to Local Traditional Knowledge: the Case of Mea‑hiya Community  pp517‑534

Pitipong Yodmongkon, Nopasit Chakpitak

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