Proceedings of the 3rd European Conference on Intellectual Capital

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Theodora Ngosi et al. Figure 1: Delineation <strong>of</strong> IT-CMF Meta-elements (source: adapted from <strong>the</strong> Innovation Value Institute) [3] The micro-layer comprises 32 critical processes (CPs) assigned to <strong>the</strong> four <strong>the</strong> MPs. Each CP adjuncts capability building blocks (CBBs) to capture <strong>the</strong> content <strong>of</strong> <strong>the</strong> CPs and <strong>the</strong> assumptions underpinning five incremental maturity levels. These are initial, basic, intermediate, advanced and optimised (Curley 2004, 2007). Measurement is orchestrated at each maturity level. 306
4. Conceptual KM maturity model Theodora Ngosi et al. 4.1 Meta-elements <strong>of</strong> <strong>the</strong> KM maturity model In this section we propose a conceptual model aimed at increasing KM maturity and capability in organisations. This model applies <strong>the</strong> meta-elements <strong>of</strong> <strong>the</strong> IT-CMF, namely: <strong>the</strong> MP for ‘Managing <strong>the</strong> IT Capability’, <strong>the</strong> maturity levels and CBBs described earlier. This MP ensures that we retain our focus on <strong>the</strong> association between business strategy, IT and KM in a much broader sense that addresses KM capabilities. In brief, IT capability is defined as <strong>the</strong> ability to mobilise and deploy ITbased resources (such as hardware, s<strong>of</strong>tware and services) in combination with o<strong>the</strong>r resources (such as people, skills, IT infrastructure) and capabilities all embedded in processes and business routines (Bharadwaj, 2000). Organisation capabilities address, among o<strong>the</strong>r factors, business leadership, operational efficiency, and performance improvements to successfully create effective strategies for business or value (cf. Overby et al 2006; Ulrich & Smallwood, 2004). 4.2 Structure and qualities <strong>of</strong> <strong>the</strong> conceptual KM maturity model The proposed model depicted in Figure 2 pr<strong>of</strong>iles two views: The static view representing <strong>the</strong> structure <strong>of</strong> KM maturity in five maturity levels <strong>of</strong> <strong>the</strong> IT-CMF. The dynamic view addressing <strong>the</strong> CBBs that articulate <strong>the</strong> scope <strong>of</strong> each maturity level including its dominant qualities <strong>of</strong> maturity and example capabilities, from one level to <strong>the</strong> next (see Table 2). Level 1-Initial In this level, we focus on <strong>the</strong> CBBs formal plans driven by a definition <strong>of</strong> <strong>the</strong> organisation’s maturity posture. The organisation can use <strong>the</strong> IT-CMF comprehensive self-assessment questionnaire tailored to capture a maturity posture against any <strong>of</strong> <strong>the</strong> four MPs described earlier. In our view, this assessment is a prerequisite for <strong>the</strong> planning process for <strong>the</strong> KM effort. A detailed assessment may take four to six weeks (Agerback & Deutscher, 2010) requiring <strong>the</strong> organisation not only to assesses its practices, but also that it understands <strong>the</strong> implications <strong>of</strong> its maturity posture against defined KM issues it aims to develop. The results <strong>of</strong> this assessment help <strong>the</strong> organisation to define formal plans for <strong>the</strong> KM effort that can include: (a) capabilities needed at appropriate levels <strong>of</strong> maturity; (b) a strategy and goals that provide a baseline for measuring contributions <strong>of</strong> <strong>the</strong> KM programs (Heisig & Iske, 2003); and, (c) KM roadmap that can serve as an implementation guideline for individual programs. Level 2-Basic At level-2 we apply <strong>the</strong> CBBs, organisation knowledge culture and implementation <strong>of</strong> KM. The organisation knowledge culture operates at a deeper level where employees can perform KM activities (Cooper, 1998). It enables empowerment, trust and respect before employees really start to engage in creating, sharing and exploiting knowledge and learning (cf. Oliver& Kandadi, 2006). Key decisions around culture will include assigning skilled roles such as KM directors that can drive <strong>the</strong> KM effort, manage both <strong>the</strong> KM programs and knowledge assets, and empower employees to adopt a knowledge culture. Implementation engages pilot KM programs guided by a life cycle for focusing KM activities. These programs can help <strong>the</strong> organisation to test <strong>the</strong> viability <strong>of</strong> <strong>the</strong> KM effort, and search for undisclosed needs. If successful, a long term strategy is defined. The first steps <strong>of</strong> a change management process are introduced in order to shape <strong>the</strong> organisation’s capabilities that encourage desired behaviours for KM. Level 3-Intermediate At level 3, <strong>the</strong> organisation becomes business-focused to capitalise on its KM efforts. The CBBs that propel this business focus are integration and measurement. Constructive integration is achieved by designing a comprehensive KM infrastructure. This becomes <strong>the</strong> central feature in which <strong>the</strong> organisation can nurture <strong>the</strong> identity <strong>of</strong> its KM activities that can reflect ‘what we stand for’ and ‘how we work’. At <strong>the</strong> same time, it enhances <strong>the</strong> culture that enables continuous learning and works at sustaining an organisational memory (CEN, 2004; Drucker, 1999). The infrastructure will include knowledge processes, communities and governance mechanisms to leverage and exploit knowledge. 307
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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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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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Page 278 and 279: 3. Our research Ludmila Mládková
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Page 284 and 285: Applying the VAIC
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Page 304 and 305: Fattah Nazem Ackerley (2006) reveal
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Page 312 and 313: Andrei Stefan Nestian organization.
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Page 318 and 319: Increasing Knowledge Management Mat
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Page 360 and 361: Nicolae Al. Pop et al. satisfaction
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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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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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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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