Proceedings of the 3rd European Conference on Intellectual Capital

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Peter Marshall and Damian Gordon These methods would bring a greater depth to <strong>the</strong> externalised knowledge by fostering <strong>the</strong> opinion <strong>of</strong> all <strong>the</strong> participants leading to high quality knowledge artefacts. Acknowledgements We would like to thank Andy Ryan and Team Ryano for all <strong>the</strong>ir help and co-operation in conducting <strong>the</strong> research. References Becerra-Fernandez, I., Gonzalez, A., & Sabherwal, R., 2004. Knowledge management: Challenges, solutions, and technologies, (1st ed.). Upper Saddle River ,NJ: Prentice Hall Bonner, D. 2000. Knowledge from Theory to Practice to Golden Opportunity, American Society for Training and Development, September-October, 12-13. Cooke, F. L. 2003. Maintaining Change: The Maintenance Function and <strong>the</strong> Change Process, New Technology, Work and Employment Davenport, T. H. Prusak, L. 1998. Working Knowledge: How Organizations Manage What They Know, Cambridge, MA: Harvard Business School Press. DeBono, E., 1985. Six Hats Thinking, Little, Brown and Co, Boston, MA Ericsson, K.A., & Simon, H.A. (1980). Verbal Reports as Data. Psychological Review Gronau, N. Korf, R. Müller, C. 2005. KMDL - Capturing, Analysing and Improving Knowledge-Intensive Business Processes, Journal <strong>of</strong> Computer Science Hannu, K. Pallab, P. 2000. A Comparison <strong>of</strong> Concurrent and Retrospective Verbal Protocol Analysis, American Journal <strong>of</strong> Psychology Marshall, P. Bandar, Z. 1999. Working Towards Connectionist Modelling <strong>of</strong> Term Recognition, Lecture Notes in Computer Science, 1625, Springer Berlin / Heidelberg. Okafor, E.C. & Osuagwu, C.C. 2006. The underlying issues in knowledge elicitation. InterdisciplinaryJournal <strong>of</strong> Information, Knowledge, and Management Scarborough, H. 1996. Business Process Re-Design: The Knowledge Dimension. Toohey, K. and Halbwirth. S., 2004 „Sydney Olympic Games Case Study‟ in Allen, J et al, Festival and Special Event Management <strong>3rd</strong> ed. Milton, Qld.: John Wiley and Sons Turban, E. Aronson, J.E. 1998. Decision Support Systems and Intelligent Systems (5th edition), Upper Saddle River, Prentice Hall. Vygotsky, L.S. 1978. Mind and society: The development <strong>of</strong> higher psychological processes. Cambridge, MA: Harvard University Press Wagner, W. 2003. Knowledge Acquisition, Villanova University Wright, G and Ayton, P. 1987, Eliciting and Modelling Expert Knowledge, Decision Support Systems 230
Innovation Strategy and Management Control: The Link Between Knowledge Management and Management Control Systems Maurizio Massaro 1 , Roland Bardy 2 and Filippo Zanin 1 1 Udine University, Italy 2 Florida Gulf Coast University, USA maurizio.massaro@uniud.it rbardy@t-online.de filippo.zanin@uniud.it Abstract: In <strong>the</strong> light <strong>of</strong> <strong>the</strong> increasing complexity and intensity <strong>of</strong> competition <strong>the</strong>re is a growing sense that innovation is a relevant key to continuously out perform competitors, to diversify, adapt and, even, re-invent <strong>the</strong> organization. Understanding how enterprises manage <strong>the</strong> process for acquiring and sharing new knowledge has emerged as an important stream <strong>of</strong> research for supporting <strong>the</strong> enterprises’ competition challenge. Likewise, <strong>the</strong> literature recognizes that Management Control Systems (MCS) play an important role for supporting <strong>the</strong> “problem finding” and “problem solving” process. Thus, MCS becomes a tool for producing knowledge. Focusing on <strong>the</strong>se lines <strong>of</strong> research, <strong>the</strong> aims <strong>of</strong> this exploratory paper are to: i) identify such <strong>the</strong>oretical and statistically proven clusters that describe where and how companies acquire, produce and select knowledge for sustaining innovation strategies. A <strong>the</strong>oretical framework is adopted which encompasses <strong>the</strong> origin <strong>of</strong> knowledge (where) and <strong>the</strong> knowledge creation process (how); ii) identify such <strong>the</strong>oretical and statistically proven clusters that describe how companies use <strong>the</strong>ir MCS for producing knowledge and sustaining innovation strategies; iii) detect and prove, within <strong>the</strong>se clusters, <strong>the</strong> existence <strong>of</strong> a link between MCS and knowledge management processes in terms <strong>of</strong> coherence between how companies manage <strong>the</strong> knowledge process and how <strong>the</strong>y use MCS. In order to have a wider perspective, <strong>the</strong> paper analyzes <strong>the</strong> knowledge management process during innovation processes. The research is based on a survey conducted on a sample <strong>of</strong> 40 enterprises working in <strong>the</strong> North East <strong>of</strong> Italy that carry out pertinent innovation processes. A structured questionnaire was delivered to <strong>the</strong> CEO <strong>of</strong> <strong>the</strong> company, <strong>the</strong> Financial Manager and <strong>the</strong> Innovation Manager for a total amount <strong>of</strong> 120 questionnaires. The managerial implications <strong>of</strong> this paper could be: i) to help managers in <strong>the</strong> development <strong>of</strong> tactical and operative activities related to innovation strategies, in order to facilitate knowledge processes; ii) to <strong>of</strong>fer guidelines for projecting more useful MCS in order to facilitate innovation processes. Keywords: innovation, intellectual capital, knowledge management, management and control systems 1. Contextual framework and research questions Scholars advise that to acquire a sustainable competitive advantage, companies must treat knowledge as a strategic asset (Teece, 2000). Knowledge management (KM) thus becomes a strategic task and <strong>the</strong> ability to link KM to strategy and competitive advantage is recognized as <strong>the</strong> key to solving problems and exploiting opportunities in order to innovate companies’ business models (Drew, 1999). Literature on this topic is quite extensive and it is not possible to identify a unique definition <strong>of</strong> innovation and KM (Bardy, 2010) but some authors (Van de Ven and Engleman, 2004) noted four basic perspectives emerging in studies <strong>of</strong> innovation strategies: human, contextual, structural and process. The first focuses on making organizations more innovative by exploring new knowledge ra<strong>the</strong>r than exploiting existing knowledge. The second emphasizes <strong>the</strong> creation and management <strong>of</strong> a context that is appropriate for innovation. The third refers to a structural problem <strong>of</strong> building an infrastructure across organizational boundaries for absorbing external knowledge. The final perspective focuses on revealing <strong>the</strong> sequences <strong>of</strong> activities and transactions that are involved in and which contribute to <strong>the</strong> constitution <strong>of</strong> new knowledge. At <strong>the</strong> same time <strong>the</strong> influence <strong>of</strong> internal and external factors during innovation strategies has attracted interest within <strong>the</strong> academic debate. Internal factors include organizational structures, control and coordination mechanisms, communication channels, and organizational cultures. Early studies noted that organic organizations were more effective than bureaucratic or mechanistic organizations in innovation because <strong>the</strong> former were characterized as having flexible structures and informal communication channels, which were important for sharing knowledge within an organization (Butler, 1981). External factors refer to a set <strong>of</strong> contextual contingencies that have an effect on KM and innovation activities. Van de Ven (2004) for instance, discussed <strong>the</strong> role <strong>of</strong> networks in transferring knowledge across organizations, industries, and national boundaries while Cohen and Levinthal (1990) emphasized <strong>the</strong> importance <strong>of</strong> absorptive capacity as <strong>the</strong> ability to recognize, assimilate, and apply external knowledge. O<strong>the</strong>rs shed light on complementary assets as constituting 231
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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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Gabriela Atanasiu and Florin Leon a
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Developing and Implementing Strateg
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2. Technology, faculty, and staff B
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Learning programs Individual poten
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Bob Barrett facts with the<
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Intellectual Capital Dynamics withi
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Ruxandra Bejinaru and Stefan Iordac
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Education and Training Practice Str
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Andrea Bencsik et al. We wanted to
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Andrea Bencsik et al. In this sampl
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Table 4: Types of
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References Andrea Bencsik et al. An
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Ayşen Berberoğlu and Emine Ünar
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Ayşen Berberoğlu and Emine Ünar
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Table 7: Descriptive statistics Ay
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Knowledge Dynamics Modeling Using A
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Constantin Bratianu et al. will hav
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Constantin Bratianu et al. 5. a) Gi
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Constantin Bratianu et al. 5. Data
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Constantin Bratianu et al. Nissen,
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2. Technology and infrastructure Sh
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Sheryl Buckley and Apostolos Gianna
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Donley Carrington and Mike Tayles t
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Donley Carrington and Mike Tayles f
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Donley Carrington and Mike Tayles l
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Donley Carrington and Mike Tayles i
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Donley Carrington and Mike Tayles G
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John Dumay and Jim Rooney on a more
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John Dumay and Jim Rooney Taking <s
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John Dumay and Jim Rooney “For ex
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John Dumay and Jim Rooney Mouritsen
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Marziye Ehrami et al. 1. Creation
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Marziye Ehrami et al. Note: In 2005
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Earnings Quality and Othe</
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Magdi El-Bannany resource-based per
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Magdi El-Bannany Based on this argu
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Magdi El-Bannany Table 2: Descripti
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Magdi El-Bannany variable equal to
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Magdi El-Bannany Edvinsson, L. & Ma
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Ahmed Elsetouhi and Ibrahim Elbelta
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Albrecht Fritzsche and Rebecca Geig
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Table 4: Applicability of</
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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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Page 198 and 199: Table 7: Goodness of</stron
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Page 204 and 205: Víctor Raúl López Ruiz et al. co
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Page 208 and 209: EI c k i 1 w PC i ic Víctor Raúl
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Page 216 and 217: Maria de Lourdes Machado and Odíli
Page 222 and 223: Intellectual Capital and Corporate
Page 224 and 225: Agnes Maciocha when objects in a da
Page 226 and 227: Agnes Maciocha 4. Presentation <str
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Page 230 and 231: Agnes Maciocha Choong K., “Intell
Page 232 and 233: The Influence of H
Page 234 and 235: Anca Mândruleanu From the<
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Page 238 and 239: Eliciting Tacit Knowledge From a Do
Page 240 and 241: Peter Marshall and Damian Gordon MM
Page 242 and 243: Peter Marshall and Damian Gordon re
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Page 248 and 249: Maurizio Massaro et al. crucial fac
Page 250 and 251: Maurizio Massaro et al. exclusive (
Page 252 and 253: Maurizio Massaro et al. autonomy <s
Page 254 and 255: Maurizio Massaro et al. Chennal (20
Page 256 and 257: Intellectual Capital Management: Ca
Page 258 and 259: Florinda Matos et al. These models
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Page 262 and 263: Florinda Matos et al. Finally, <str
Page 264 and 265: Florinda Matos et al. The training
Page 266 and 267: Florinda Matos et al. 47. Opinion
Page 268 and 269: Florinda Matos et al. In th
Page 270 and 271: Florinda Matos et al. The Quadrant
Page 272 and 273: Florinda Matos et al. Integrated te
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Page 276 and 277: Knowledge Management for Knowledge
Page 278 and 279: 3. Our research Ludmila Mládková
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Page 284 and 285: Applying the VAIC
Page 286 and 287: Maria Molodchik and Anna Bykova pro
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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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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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