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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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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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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Collaborative research over a two year period involving eighteen knowledge management practitioners and a team of academics explored the evolution of a next generation knowledge management agenda. Three scenarios were developed that explored the implications of two dimensions: firstly the underpinning organisational purpose in relation to the factors of production in both an industrial and a knowledge economy paradigm, and secondly the consequences of a predominantly transactional or relational psychological contract between individuals and organisations. By studying the drivers shaping the dynamic evolution of each scenario, we identified that organisations need to pay different levels of attention to the components of structural, human and relational capital in order to optimise value generation in each scenario. The first scenario looks at the natural evolution of the industrial economy paradigm as the pace of change accelerates and the expansion of the competitive environment increases the need for product innovation. The stimulus for this innovation is the quality and motivation of the people employed. Human capital management is the main lever to optimise organisational performance in this scenario. The next two scenarios look at organisations operating in the knowledge economy paradigm. One considers the consequences of continuing with the conventional psychological contract with employees based on a transactional exchange of money for time. A large investment is needed in the structural capital mechanisms to manage the organisational ownership of knowledge and to monitor and stimulate performance in delivering knowledge‑based services. In the other scenario, the focus shifted to a situation where individuals and organisations negotiate common areas of interest before becoming involved together in something approaching a partnership. Learning and competitive agility emerge from networks of individuals and groups coalescing around shared objectives. Relationship capital becomes the basis of value generation. 


Keywords: knowledge management, scenarios, intellectual capital, knowledge economy, psychological contract


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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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