Intellectual Capital And Knowledge Management

Academic Paper from the year 2017 in the subject Business economics - Business Management, Corporate Governance, grade: 78, University of South Wales (Business School), course: Strategic Systems Thinking, Tools and Techniques, language: English, abstract: This paper discusses Gray’s statement: "Before we measure something, we must ask whether we understand what it is we are trying to measure", relating it to business performance management and management information system theories. With today’s knowledge of management - which involves the way of organizing humans and the use of computers to manage information systems - the paper highlights the importance of hidden values (intellectual capital) in business success, knowledge and performance management, measurement techniques and challenges as well as how communities of practice are managing to solve real firm’s problems and help it meet its goals. It was argued by Gray (2015) that all businesses operate with specific sets of activities that result in their deliverables. The most challenging and important discussion topic, is how these business processes are effectively managed and measured against the firm’s objectives, as well as how companies measure the contribution of their intangible assets to business outcomes. Intellectual capital is the intangible assets of an organization resulting from employees' physical efforts, knowledge assets and other results of human innovation and thoughts. Due to firms that have neglected intellectual capital to focus on finance and operations for many years, Leif E. (1991) describes intellectual capital as a hidden value and explains its importance on the company value. Intellectual capital, as argued by some scholars and authors, including Edvinsson, can take many forms.

This book revolutionizes the measurement and management of knowledge resources in organizations by establishing the important link between organizational strategy and the intellectual capital of an organization.

With the proper management, knowledge-based resources (human capital, relational capital, structural capital) aim to contribute to the creation of a competitive advantage not only for companies and institutions, but also for nations and economic regions. Intellectual Capital Strategy Management for Knowledge-Based Organizations brings together new perspectives on the knowledge-based view of strategy management as it considers the role of companies, organizations, and nations in the storage and measurement of their knowledge. This book is useful for industry leaders, practitioners, academics and scholars interested in emerging aspects of knowledge management and industry services.

A straightforward guide to leveraging your company's intellectual capital by creating a knowledge management culture The Complete Guide to Knowledge Management offers managers the tools they need to create an organizational culture that improves knowledge sharing, reuse, learning, collaboration, and innovation to ensure mesurable growth. Written by internationally recognized knowledge management pioneers, it addresses all those topics in knowledge management that a manager needs to ensure organizational success. Provides plenty of real-life examples and case studies Includes interviews with prominent managers who have successfully implemented knowledge management structures within their organizations Offers chapters composed of short theoretical explanations and practical methods that you can utilize, based primarily on hands-on author experience Taking an intellectual journey into knowledge management, beginning with an understanding of the concept of intellectual capital and how to establish an appropriate culture, this book looks at the human aspects of managing knowledge workers, promoting interactions for knowledge creation and sharing.

Chock-full of valuable tips, techniques, illustrative real-world examples, exhibits, and best practices, this handy and concise paperback will help you stay up to date on the newest thinking, strategies, developments and technologies in knowledge management. Order your copy today!

Knowledge Capital: How Knowledge-Based Enterprises Really Get Built is an integrated, structured set of conversations with thought leaders and key practitioners in the fields of intellectual capital and knowledge management, who examine-in the form of conversations-the steps necessary for creating and implementing the various dimensions of a knowledge-based enterprise. These are the dimensions that need to be effectively addressed for the organization to successfully make the transition from an activity-based organization to a truly knowledge-based enterprise. The conversations that make up Knowledge Capital are not studies of theory separated from practice or practice without a strong theoretical base. Rather, they are the stories of how knowledge-based enterprises really get built, in the words of the people who built them. While every contributor begins from his or her own unique perspective and background, each moves toward a convergent understanding of the core elements, perspectives, and practices involved. These systemic conversations provide a body of knowledge and experience on how to craft and implement strategies, as well as the how values, learning, performance, relationships, innovation, and change play in the development of usable knowledge environment. These explorations, together, lead to a mapping of what are quickly becoming the foundations of the next stage of the field. Knowledge Capital gives the reader a readily accessible collection of insights and experiences essential for the new era in intellectual capital and knowledge management.

Provides ideas on how intellectual capital through emerging technologies can support business performance. Covers topics such as competitive strategy, human resource management, and organizational learning.

The knowledge a person gains through experience and continuous learning is very important for both the individual and the organization that leverages this knowledge. This knowledge embodied in individuals, also referred to as organizational capital, plays