Proceedings of the 3rd European Conference on Intellectual Capital

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Thanaletchumi Sathasivam et al. The problems encountered during <strong>the</strong> transition were reported at various levels across <strong>the</strong> groups. The responses <strong>of</strong> <strong>the</strong> focus groups who indicated each <strong>of</strong> <strong>the</strong> problems that were identified during <strong>the</strong> coding process for analysis purposes is shown in Table 1. Table 1: Problems encountered during <strong>the</strong> technology transfer process (one <strong>of</strong> <strong>the</strong> questions) The focus groups indicated that resolution <strong>of</strong> <strong>the</strong>se processes including providing instructions to managers that had <strong>the</strong> skills and knowledge to provide support to operational staff, and hiring new staff with <strong>the</strong> appropriate skills and knowledge. However, this was not accepted as a solution because <strong>the</strong> new staff members were paid more than <strong>the</strong> older staff members and <strong>the</strong>y were hired at <strong>the</strong> managerial level. This creates internal friction and resistance to <strong>the</strong>ir guidance. The focus groups reported problems including <strong>the</strong> new employees not being listened to and <strong>the</strong>ir instructions being ignored. There were comments that it was difficult to become integrated into <strong>the</strong> company, and <strong>the</strong>re is need for intervention from high level managers. This reduced <strong>the</strong> effectiveness <strong>of</strong> this approach to managing <strong>the</strong> difficulties involved in <strong>the</strong> technology transfer. Internal communication methods identified included IT supported systems, including email, shared file systems, and chat systems, as well as meetings. The only problem indicated was <strong>the</strong> inclusion <strong>of</strong> newly hired managers and contractual employees in <strong>the</strong> communication systems. Communication with <strong>the</strong> supplier <strong>of</strong> <strong>the</strong> technology was identified mainly as using meetings with management and personal relationships between managers at <strong>the</strong> implementation level. However, one group did indicate problems with information being held back, which <strong>the</strong>y indicated hurt <strong>the</strong> process. Existing policies and procedures were seen both as benefits as well as hindrances. The existing policies were helpful, but <strong>the</strong>y were intended for different kinds <strong>of</strong> projects, and also required more time than was available for this project. The policies had to be shortened to accommodate this project, and sometimes <strong>the</strong>y were too rigid for <strong>the</strong> needs <strong>of</strong> <strong>the</strong> project. Knowledge sharing used IT facilities (emails, bulletin board, intranet, project management and common file locations). It also involved meetings, including brainstorming, informal discussions, and presentations. General consensus among <strong>the</strong> focus groups was that <strong>the</strong>se tools worked well. The main approach to resolving problems without supplier involvement was to go to <strong>the</strong> manager <strong>of</strong> operations or <strong>the</strong> project manager, and using project management techniques to track problems with <strong>the</strong> implementation. Some escalation to <strong>the</strong> supplier was used, but it was not always met with a reply in a timely fashion. 4.2 Results from interviews The 11 interviews that were conducted included 13 different questions intended to identify <strong>the</strong> individual experience and view <strong>of</strong> <strong>the</strong> process <strong>of</strong> technology transfer. These responses varied much more widely than <strong>the</strong> focus group responses, due to <strong>the</strong> discussion process used to come to conclusions within <strong>the</strong> focus group. Overall, <strong>the</strong> views <strong>of</strong> <strong>the</strong> participants were that <strong>the</strong> project was challenging and exciting. However, <strong>the</strong> level <strong>of</strong> uncertainty in <strong>the</strong> project was clearly a stressor. One participant remarked, “We felt like we had to actually turn <strong>the</strong> world around360 degrees, because we had far too many uncertainties.” The respondents indicated that <strong>the</strong>re was a high level <strong>of</strong> reliance on <strong>the</strong> technology provider, which was reflected at a much higher level than in <strong>the</strong> focus groups. Challenges noted included organisational structure and culture, as well as technical barriers to 392
Thanaletchumi Sathasivam et al. implementation. One issue that was noted is that although management was supportive <strong>of</strong> <strong>the</strong> project, <strong>the</strong> policies and procedures did not support <strong>the</strong> level <strong>of</strong> flexibility needed for <strong>the</strong> project. There were a number <strong>of</strong> specific problems identified with <strong>the</strong> staff as well. These included problems with compensation and salary scale, as well as problems <strong>of</strong> lack <strong>of</strong> employee morale and issues about informing staff members. One commonality in this was that <strong>the</strong> relationship with <strong>the</strong> supplier <strong>of</strong> <strong>the</strong> technology being implemented was considered to be routinely good. One respondent indicated that it was “Diplomatically correct. Everything according to <strong>the</strong> books.” However, <strong>the</strong> understanding <strong>of</strong> <strong>the</strong> technology was a significant problem identified by a number <strong>of</strong> responses. Overall, <strong>the</strong>re was a lot <strong>of</strong> ambiguity about how <strong>the</strong> project went, and many individuals had very different ideas about what <strong>the</strong> overall response to <strong>the</strong> technologies actually was. 5. Analysis using coding outcomes Open coding and axial coding were both used in order to analyse <strong>the</strong> focus group and interview outcomes and identify <strong>the</strong> appropriate constructs for examination in <strong>the</strong> quantitative research. Open coding is <strong>the</strong> process <strong>of</strong> coding responses by identifying underlying concepts inherent in <strong>the</strong> response (Flick, 2006). In order to perform open coding, <strong>the</strong> researcher first segmented <strong>the</strong> responses to focus groups and interviews into words or phrases that identified concepts, in accordance with <strong>the</strong> structure identified by Flick (2006). These responses were <strong>the</strong>n placed into a tabular format that allowed <strong>the</strong> researcher to rapidly make connections between concepts expressed in sentences or individual responses, as well as identifying <strong>the</strong> underlying concepts that <strong>the</strong> respondents expressed. The open coding process would form <strong>the</strong> basis for <strong>the</strong> completion <strong>of</strong> <strong>the</strong> axial coding. The second type <strong>of</strong> coding that was used was axial coding. While open coding is intended to identify all concepts or constructs within a given response, axial coding is performed with a direct view to answering <strong>the</strong> research question or research questions (Flick, 2006). During <strong>the</strong> process <strong>of</strong> axial coding, <strong>the</strong> first step is selection <strong>of</strong> <strong>the</strong> most relevant codes or categories from those that were previously identified (Flick, 2006). (In this research, <strong>the</strong> previous coding process was done via open coding). Then, relationships between codes or categories are constructed using relationships within <strong>the</strong> textual output to identify <strong>the</strong>se relationships. This allows for identification <strong>of</strong> subcategories, related categories, and o<strong>the</strong>r relationships within <strong>the</strong> data that shed light on <strong>the</strong> relationships that were explored in this research. 5.1 Open coding process The open coding process was primarily conducted on <strong>the</strong> interviews, in which direct responses were recorded. This was <strong>the</strong>n supported by <strong>the</strong> outcomes <strong>of</strong> <strong>the</strong> focus group participants during <strong>the</strong> axial coding process. A sample <strong>of</strong> <strong>the</strong> coding process has been included for demonstration <strong>of</strong> <strong>the</strong> practice as shown in Table 2. This coding process collapsed results from focus group questions and specific interviews into one category in order to determine <strong>the</strong> overall outcomes <strong>of</strong> <strong>the</strong> process. The table indicates <strong>the</strong> number <strong>of</strong> respondents that indicated <strong>the</strong> response pattern within <strong>the</strong> study. It should be noted that response patterns were not explicitly based on exact wording, as <strong>the</strong> speech patterns and verbosity <strong>of</strong> various respondents varied substantially. Instead, it was based on general meaning <strong>of</strong> a given response. These results include all responses (and counts) for each interview. During <strong>the</strong> axial coding process, responses that were not seen from at least two respondents will be eliminated. The full output <strong>of</strong> this coding process is available in Appendix A (Open Coding Categories and Results). These results demonstrate that <strong>the</strong>re was considerable overlap between <strong>the</strong> outcomes <strong>of</strong> <strong>the</strong> focus groups and <strong>the</strong> outcomes <strong>of</strong> <strong>the</strong> interviews, although <strong>the</strong> interview respondents were considerably more forthcoming regarding <strong>the</strong>ir criticisms <strong>of</strong> <strong>the</strong> project than in some <strong>of</strong> <strong>the</strong> focus groups. This could be attributed to <strong>the</strong> use <strong>of</strong> informal interviews and <strong>the</strong> confidentiality <strong>of</strong> <strong>the</strong> interviews, which meant that individuals would not face repercussions from being honest in <strong>the</strong>ir interviews. The open coding process produced substantial evidence that would be used for <strong>the</strong> axial coding process, which is described below. 5.2 Axial coding The output <strong>of</strong> <strong>the</strong> open coding process was used as <strong>the</strong> input for <strong>the</strong> axial coding process. During this process, <strong>the</strong> specific underlying constructs that were identified in <strong>the</strong> research questions and hypo<strong>the</strong>ses were use as a focus for <strong>the</strong> coding process. Categories produced were <strong>the</strong>n collapsed and <strong>the</strong> resulting constructs or concepts were used as <strong>the</strong> focus for identifying <strong>the</strong> appropriate questions to be asked during <strong>the</strong> quantitative process. Table 3 identifies <strong>the</strong> correspondence <strong>of</strong> focus 393
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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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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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Page 428 and 429: Karen Smits et al. contribution, wi
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Page 446 and 447: Jukka Surakka et al. people. Commun
Page 448 and 449: Personal Knowledge Management (PKM)
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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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562
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564
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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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