Proceedings of the 3rd European Conference on Intellectual Capital

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Sheryl Buckley and Apostolos Giannakopoulos for <strong>the</strong> department, its aim was merely to improve communication among academics members. But <strong>the</strong> academics went a step fur<strong>the</strong>r and used <strong>the</strong> portal for many o<strong>the</strong>r purposes, which are in line with an active CoP. Some <strong>of</strong> <strong>the</strong> respondents grabbed <strong>the</strong> opportunity to use <strong>the</strong> portal in a formal as well as informal way for exchanging ideas. As ano<strong>the</strong>r respondent indicated, “<strong>the</strong> portal was a convenient ga<strong>the</strong>ring place, whe<strong>the</strong>r formal or informal, which allows for a more voluntary exchange <strong>of</strong> ideas”. The social aspect is highlighted here. Ano<strong>the</strong>r indicated that <strong>the</strong> portal “allows for a more voluntary exchange <strong>of</strong> ideas”. This view is in line with that <strong>of</strong> Wenger (2004). What also emerged from <strong>the</strong> use <strong>of</strong> <strong>the</strong> portal was that although <strong>the</strong>re were some inhibitors (such as available time), those who made extensive use <strong>of</strong> <strong>the</strong> portal reaped <strong>the</strong> benefits, since <strong>the</strong>y had something in common (domain) to discuss in group form (community) and practised (practice) <strong>the</strong>ir ideas. Domains, community and practice are <strong>the</strong> main ingredients <strong>of</strong> a functioning CoP (Wenger, 2004). Domain: There was a common goal (a common focus according to Wenger [2004]) which was served by <strong>the</strong> portal, established by <strong>the</strong> department in order to improve knowledge-sharing practices. Sixty three percent <strong>of</strong> <strong>the</strong> respondents used <strong>the</strong> portal to communicate with o<strong>the</strong>r academic members in a formal as well as informal (socialising) way. This is in line with <strong>the</strong> findings <strong>of</strong> Batson, Ahmad and Tsang (2002:439) who support <strong>the</strong> same view and who maintain that individuals are willing to help one ano<strong>the</strong>r and share knowledge because <strong>of</strong> egoism, altruism, collectivism and principlism. Community: The community consisted <strong>of</strong> <strong>the</strong> members <strong>of</strong> <strong>the</strong> department, <strong>the</strong> relationships <strong>the</strong>y had formed among <strong>the</strong>mselves and a sense <strong>of</strong> belonging <strong>the</strong>y felt towards <strong>the</strong> community. The members feel <strong>the</strong>y belong to <strong>the</strong> community. Wenger (2004), too, sees a CoP as involving people who interact and who develop relationships that enable <strong>the</strong>m to address problems and share knowledge. The community builds relationships that enable collective learning. Practice: Practice was evident among <strong>the</strong> users <strong>of</strong> <strong>the</strong> portal in terms <strong>of</strong> <strong>the</strong> body <strong>of</strong> knowledge, how <strong>the</strong>y operated and used <strong>the</strong> documents <strong>the</strong>y shared with one ano<strong>the</strong>r. Wenger (2004) emphasises that <strong>the</strong> practice in a CoP anchors <strong>the</strong> learning in what people do. The practice is <strong>the</strong> body <strong>of</strong> knowledge, methods, tools, stories, cases and documents which members share and develop toge<strong>the</strong>r. Figure 2 presents a framework based on <strong>the</strong> <strong>the</strong>mes specified in Table 4. These <strong>the</strong>mes were grouped into <strong>the</strong> three key elements <strong>of</strong> a CoP: domain, community and practice. This framework could be used to assist in <strong>the</strong> creation <strong>of</strong> new CoPs and to improve existing CoPs where a society <strong>of</strong> CoPs can ultimately develop. The findings positively suggest that a CoP might increase knowledge sharing in a university. Domain has been linked to management, as management is perceived to have <strong>the</strong> resources to create awareness among <strong>the</strong> academic community, to educate, encourage use, provide support (financial and technical) and reward sharing. Without <strong>the</strong> support and approval <strong>of</strong> management, no CoP can be created. Community and practice have been linked to academics. Academics could develop, use, support, mentor and evaluate CoPs. Finally, CoPs are integrated to form global societies <strong>of</strong> CoPs in which academics participate. 7. Conclusion From <strong>the</strong> results, <strong>the</strong> question as to whe<strong>the</strong>r CoPs existed was affirmative since <strong>the</strong> main elements <strong>of</strong> a CoP ei<strong>the</strong>r featured, or were accepted by most <strong>of</strong> <strong>the</strong> respondents. One factor that appears to inhibit ei<strong>the</strong>r <strong>the</strong> flourishing <strong>of</strong> an existing CoP or <strong>the</strong> formation <strong>of</strong> a new one is too little time. Most <strong>of</strong> <strong>the</strong> respondents accepted <strong>the</strong> o<strong>the</strong>r elements. This is very encouraging, since if <strong>the</strong> necessary elements to establish a CoP are available, <strong>the</strong>n half <strong>of</strong> <strong>the</strong> objective has already been achieved. The two factors that appear from <strong>the</strong> findings to play an important role in <strong>the</strong> effectiveness <strong>of</strong> knowledge sharing are <strong>the</strong> attitudes <strong>of</strong> <strong>the</strong> academics and advertising <strong>of</strong> <strong>the</strong> CoP by management. Management has <strong>the</strong> ability to create an atmosphere that can be conducive to <strong>the</strong> sharing and creating <strong>of</strong> knowledge among academics by focusing on <strong>the</strong> domain, community and practice. It is <strong>the</strong> combination <strong>of</strong> a domain, community and practice that constitute a community <strong>of</strong> practice. And it is by developing <strong>the</strong>se three elements in parallel that such a community is cultivated. In a higher education institution, where knowledge is created, disseminated and transmitted, management perhaps needs to play an even more active role in developing communities <strong>of</strong> practice if such communities are to be successful. 110
Themes identified from <strong>the</strong> portal If existing CoP Domain Academics Create awareness (advertise existing and new CoPs) UJ managemen Innovation Knowledge sharing Domain Use CoP Build relationships Communication Attitudes Sheryl Buckley and Apostolos Giannakopoulos Community Support CoP Educate & encourage (workshops) Mentor CoP Practice Evaluate CoP Use CoPs Academics develop or build new CoPs Encouragement Meaningful work Personal development Practice Time Advertise Lurking Infrastructure Frequency Locality Pr<strong>of</strong>essional identity Convenience Keeping abreast with new developments Voluntary participation Figure 2: Framework for creation <strong>of</strong> a CoP (adapted from Buckley, 2009:178) References Batson, C.D., Ahmad, N. & Tsang, J. (2002). Four motives for community involvement. Journal <strong>of</strong> Social Issues, 58:429-445. Beenen, G., Ling, K., Wang, X., Chang, K., Resnick, P. & Kraut, R.E. (2004). Using social psychology to motivate contributions to online communities. [Online]. Available from: http://www.si.umich.edu/~presnick/papers/cscw04preprint.pdf. (Accessed 8 September 2009). 111 Support CoP Integrate CoPs Mentor CoP Evaluate CoP Create global/societies <strong>of</strong> CoPs Integrate CoPs
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Hier
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Preface These proceedings represent
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educating through ‘hands on’ co
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Ibrahim Elbeltagi is a Senior lectu
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Theodora Ngosi has a PhD in Compute
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José Vale is an invited assistant
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Social Knowledge: Are you Ready? 1
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John Girard don’t know.” (Benne
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John Girard The real question becom
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John Girard our belief that many le
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John Girard organizations to gain k
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Intellectual Capital Accounting - H
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Academic Research Papers 15
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Khodayar Abili and Mahyar Abili The
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Khodayar Abili and Mahyar Abili Nah
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Khodayar Abili and Mahyar Abili Tim
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Knowledge Transfer in Romanian Univ
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Simona Agoston et al. Table 1: Know
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Simona Agoston et al. homoscedastic
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Simona Agoston et al. included in <
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A Modeling Approach to Intellectual
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Eckhard Ammann (referring to <stron
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Eckhard Ammann Figure 2: The IC spa
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Eckhard Ammann section 2. They are
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Eckhard Ammann From an overall pers
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Sorin Anagnoste and Gabriela Dumitr
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Gabriela Atanasiu and Florin Leon T
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Gabriela Atanasiu and Florin Leon
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Gabriela Atanasiu and Florin Leon B
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Page 78 and 79: Developing and Implementing Strateg
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Page 96 and 97: Andrea Bencsik et al. We wanted to
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Page 110 and 111: Knowledge Dynamics Modeling Using A
Page 112 and 113: Constantin Bratianu et al. will hav
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Page 118 and 119: Constantin Bratianu et al. Nissen,
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Page 140 and 141: John Dumay and Jim Rooney on a more
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Page 144 and 145: John Dumay and Jim Rooney “For ex
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Page 148 and 149: Marziye Ehrami et al. 1. Creation
Page 150 and 151: Marziye Ehrami et al. Note: In 2005
Page 152 and 153: Earnings Quality and Othe</
Page 154 and 155: Magdi El-Bannany resource-based per
Page 156 and 157: Magdi El-Bannany Based on this argu
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Albrecht Fritzsche and Rebecca Geig
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Table 4: Applicability of</
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Albrecht Fritzsche and Rebecca Geig
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S&P 500 Market Cap ($ billions) 14,
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Tatiana Garanina and Yana Pavlova T
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Tatiana Garanina and Yana Pavlova I
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Impact of Investme
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Lidia García-Zambrano et al. 2003;
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Lidia García-Zambrano et al. 4.2 P
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Table 7: Goodness of</stron
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Lidia García-Zambrano et al. reaso
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Lidia García-Zambrano et al. Rodri
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Víctor Raúl López Ruiz et al. co
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Víctor Raúl López Ruiz et al. NI
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EI c k i 1 w PC i ic Víctor Raúl
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Víctor Raúl López Ruiz et al. Ta
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Víctor Raúl López Ruiz et al. Co
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Víctor Raúl López Ruiz et al. At
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Maria de Lourdes Machado and Odíli
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Intellectual Capital and Corporate
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Agnes Maciocha when objects in a da
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Agnes Maciocha 4. Presentation <str
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Agnes Maciocha while in the
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Agnes Maciocha Choong K., “Intell
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The Influence of H
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Anca Mândruleanu From the<
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Anca Mândruleanu In Table 2, <stro
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Eliciting Tacit Knowledge From a Do
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Peter Marshall and Damian Gordon MM
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Peter Marshall and Damian Gordon re
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Peter Marshall and Damian Gordon ar
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Peter Marshall and Damian Gordon Th
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Maurizio Massaro et al. crucial fac
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Maurizio Massaro et al. exclusive (
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Maurizio Massaro et al. autonomy <s
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Maurizio Massaro et al. Chennal (20
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Intellectual Capital Management: Ca
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Florinda Matos et al. These models
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Complaints System dos clients New
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Florinda Matos et al. Finally, <str
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Florinda Matos et al. The training
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Florinda Matos et al. 47. Opinion
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Florinda Matos et al. In th
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Florinda Matos et al. The Quadrant
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Florinda Matos et al. Integrated te
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Florinda Matos et al. The networks
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Knowledge Management for Knowledge
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3. Our research Ludmila Mládková
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Ludmila Mládková organizational s
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Ludmila Mládková mentioned only b
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Applying the VAIC
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Maria Molodchik and Anna Bykova pro
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Maria Molodchik and Anna Bykova 2.
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Maria Molodchik and Anna Bykova Let
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Maria Molodchik and Anna Bykova The
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Perspectives on the</strong
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Maria Cristina Morariu as we consid
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Maria Cristina Morariu Tobin’s q
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Maria Cristina Morariu for determin
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The Structural Model of</st
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Fattah Nazem Ackerley (2006) reveal
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Fattah Nazem The research instrumen
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Fattah Nazem intellectual capital m
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Fattah Nazem Johnson, M.J. (1986) T
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Andrei Stefan Nestian organization.
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Andrei Stefan Nestian Chaordic syst
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Andrei Stefan Nestian environment,
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Increasing Knowledge Management Mat
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Theodora Ngosi et al. 2.2 Dominatin
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Theodora Ngosi et al. Figure 1: Del
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Theodora Ngosi et al. IT systems, a
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5. Discussion and summary Theodora
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Theodora Ngosi et al. Weill, P., an
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Bongani Ngwenya late adopters respo
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Bongani Ngwenya This paper extends
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Bongani Ngwenya argument, t
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Bongani Ngwenya DiMaggio, P. J., an
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The Quality of Kno
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5.2 5 4.8 4.6 4.4 4.2 4 3.8 Compete
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Corina Pelau et al. In order to imp
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Hierarchy and Tacit Knowledge in <s
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Ulrica Pettersson and James Nyce in
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Ulrica Pettersson and James Nyce mi
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Katja Pook and Campbell Warden time
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Katja Pook and Campbell Warden futu
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5. Commonalities of</strong
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Katja Pook and Campbell Warden <str
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Katja Pook and Campbell Warden Lazl
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Nicolae Al. Pop et al. satisfaction
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Nicolae Al. Pop et al. the<
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Nicolae Al. Pop et al. satisfaction
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Knowledge Cities: A Portuguese Case
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Katia Rodrigues and Eduardo Tomé
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3. The empirical study 3.1 Methodol
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Table 3: Smart cities - application
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4.3 Suggestions to future work Kati
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Anna Romiti and Daria Sarti 2. Orga
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Anna Romiti and Daria Sarti based o
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Anna Romiti and Daria Sarti Governa
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Anna Romiti and Daria Sarti Therefo
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Anna Romiti and Daria Sarti Valkoka
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Kent Rondeau and Terry Wagar planne
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2.1 Study measures Kent Rondeau and
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Kent Rondeau and Terry Wagar contri
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Kent Rondeau and Terry Wagar Our re
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Intellectual Capital and a Firm’s
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Figure 1: Hypothes
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Helena Santos-Rodrigues et al. Norm
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Helena Santos-Rodrigues et al. To s
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Helena Santos-Rodrigues et al. Our
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Factors Influencing the</st
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Thanaletchumi Sathasivam et al. 2.3
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Thanaletchumi Sathasivam et al. The
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Thanaletchumi Sathasivam et al. gro
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Thanaletchumi Sathasivam et al. The
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Thanaletchumi Sathasivam et al. 11.
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Enhancing IC Formation by Evoking H
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Klaus Bruno Schebesch to portray <s
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Klaus Bruno Schebesch 4. Leaning an
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Klaus Bruno Schebesch We argue in f
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Klaus Bruno Schebesch come
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In Search of key F
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Karen Smits et al. contribution, wi
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Karen Smits et al. Table 1: Correla
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Karen Smits et al. staff feel that
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Marta-Christina Suciu et al. This p
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Marta-Christina Suciu et al. <stron
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Marta-Christina Suciu et al. The qu
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Marta-Christina Suciu et al. This t
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Information and Communication Techn
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Jukka Surakka et al. The participan
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Jukka Surakka et al. people. Commun
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Personal Knowledge Management (PKM)
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Marzena Świgoń provide th
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Marzena Świgoń (number and type <
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Marzena Świgoń measure self-perce
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Eduardo Tomé what we consider to b
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Eduardo Tomé IC. The intervention
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Eduardo Tomé In the</stro
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Eduardo Tomé to stress that <stron
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Eleni Magdalini Vasileiadou et al.
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José María Viedma Marti products
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Sustainable competitive advantage T
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José María Viedma Marti knowledge
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José María Viedma Marti pr<strong
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José María Viedma Marti All <stro
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ICBS I CBS José María Viedma Mart
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José María Viedma Marti Sullivan,
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2. Balanced scorecard framework Ang
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Angelos Vouldis and Angelica Kokkin
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Unclear benefits of</strong
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Angelos Vouldis and Angelica Kokkin
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9. Discussion and conclusions Angel
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The Global Position of</str
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Piotr Wisniewski safeguarding IC vi
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Piotr Wisniewski Figure 2: Ten larg
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Piotr Wisniewski suspected
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Piotr Wisniewski 2) Slow growth in
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Piotr Wisniewski US 3.8 3.8 3.9 4.3
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498
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500
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2. Hypothesis deve
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3.2 Control variables Deborah Brans
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Deborah Branswijck and Patricia Eve
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Deborah Branswijck and Patricia Eve
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Korosh Gholami et al. Durkheim beli
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Korosh Gholami et al. The effect <s
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Measure the Unmeas
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Knowledge Capital 5. Efforts for de
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Exclusive use of L
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Emmanouil Gkinoglou from th
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Project Assets Need for synergies Q
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Table 5: Sustainability checklist E
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Emmanouil Gkinoglou The next challe
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Kai Mertins and Ronald Orth generat
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Kai Mertins and Ronald Orth Never<s
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Kai Mertins and Ronald Orth <strong
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Ad 2 Structure of
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Kai Mertins and Ronald Orth Hauff,
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Maria Simonova “Concept o
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Maria Simonova The concept regardin
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Maria Simonova Becker, G. S. (1983)
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2. The aim of appl
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Nellija Titova W+I+DP+D+T+M+R (equa
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Nellija Titova performing better. I
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5. Conclusions and furthe</
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Nellija Titova Annex 2: Summary on
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Meaning in the tab
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Krishanthi Ganga Vithana et al. for
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Krishanthi Ganga Vithana et al. sti
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5. Conclusion Krishanthi Ganga Vith
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The Tobing Knowledge Management Arc
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Paul Lumbantobing et al. user, know
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Paul Lumbantobing et al. people con
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Paul Lumbantobing et al. influence
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Develop KM Strategy Description Dev
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Paul Lumbantobing et al. In <strong
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Yuli Purwanti et al. Figure 1: Imag
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Yuli Purwanti et al. Table below is
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582
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584
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Nargiza Abdullaeva and Campbell War
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Andreea Feraru and Nicoleta Ciucesc
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Roxana Mironescu This could be <str
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Roxana Mironescu Daft, R.L. (2002)
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Paloma Sánchez and Oihana Basilio
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Evaluating Intellectual Capital Usi
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Table 1. CRS input efficiency score
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Stelian Stancu and Anca Domnica Lup
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José Vale et al. However, it is im
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José Vale et al. Pöyhönen, A. an
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