Proceedings of the 3rd European Conference on Intellectual Capital

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Sustainable competitive advantage Tangible - Financial - Physical Figure 1: Resources and capabilities <strong>of</strong> a firm Processes - Leadership & Control - Communication - Management Information José María Viedma Marti Strategy Core competencies = Core capabilities = intellectual capital Resources Intangible Best in class “competitors” core competencies Organisational Human Relational - Technology - Knowledge - Customer - Knowledge - Skills - Suppliers - Reputation - Motivation - Stakeholders - Culture - Communication - Competitors abilities - O<strong>the</strong>r partners Endowments - Installed base <strong>of</strong> customers - Brand & image - Network <strong>of</strong> suppliers - Network <strong>of</strong> talent - Ownership <strong>of</strong> standards Skills & Tacit Knowledge - Know-how - Talent - Competencies Unique bundle <strong>of</strong> intangible assets (=core competence) Technology & Explicit Knowledge - Patents - Manuals - Procedures Collective Values & Norms - e.g. Client focus, Reliability, Quality Figure 2: A core competence as a unique bundle <strong>of</strong> intangible assets (source: Andriessen (2001)) Customer need Identified Adapted innovation operations Design Develop Make Market Service Customer need Satisfied Figure 3: Business process value chain (source adapted from Kaplan and Norton (1996)) 464
José María Viedma Marti The traditional perspective has focused on <strong>the</strong> operations process. According to <strong>the</strong> short-term view, value creation begins with <strong>the</strong> receipt <strong>of</strong> an order from an existing customer for an existing product or service, and ends with <strong>the</strong> delivery <strong>of</strong> <strong>the</strong> product to <strong>the</strong> customer (Kaplan and Norton, 1996). In this case, value is created through operations core competencies. However, viewed from <strong>the</strong> perspective <strong>of</strong> <strong>the</strong> innovation process, value creation is a long-term process which, for many companies, is a more powerful driver <strong>of</strong> future financial performance than <strong>the</strong> short-term operations process. This view requires an organisation to create entirely new products and services that will meet <strong>the</strong> emerging needs <strong>of</strong> current and future customers. For many companies, <strong>the</strong>ir ability to manage successfully a multi-year product-development process, or to develop a capability to reach entirely new categories <strong>of</strong> customers, can be more critical for future economic success than managing existing operations efficiently, consistently, and responsively. Value is thus created through innovation core capabilities. Specifically, innovation value chain is about to translate competencies into new processes, products and services, and learning from successful and unsuccessful projects, use this experience to improve existing competencies and, where necessary, develop new competencies (Tidd, 2005). In summary, building core competencies is not done in a vacuum, but is done in <strong>the</strong> business process value chain in which resources are deployed in a characteristic manner in order to compete. The resource-based view and <strong>the</strong> activity-based view are <strong>the</strong>refore complementary. Taken toge<strong>the</strong>r, <strong>the</strong>y explain <strong>the</strong> process <strong>of</strong> creating value and securing a sustainable competitive advantage. 3. Building an intellectual capital strategic management methodology and information system In all success stories <strong>the</strong>re is always a soundly formulated and effectively implemented strategy, and <strong>the</strong> framework <strong>of</strong> Strengths, Weaknesses, Opportunities, and Threats (SWOT) remains <strong>the</strong> most common approach to analysing business strategy. One <strong>of</strong> <strong>the</strong> main challenges for <strong>the</strong> knowledge and information economy <strong>of</strong> today is how to use SWOT analysis efficiently and effectively in <strong>the</strong> present context. The framework considers strategy to be a link between <strong>the</strong> firm and its industry environment, and distinguishes between two features <strong>of</strong> a firm‘s internal environment (its strengths and weaknesses) and two features <strong>of</strong> its external environment (opportunities and threats). However, does this correspond to current reality? A modern firm can be said to embody three sets <strong>of</strong> key characteristics (its goals and values; its resources and capabilities; and its organisational structure and systems), and <strong>the</strong> external environment can be said to be comprised <strong>of</strong> its relationships with three groups (its customers; its competitors; and its suppliers). This paper seeks to use SWOT analysis in an efficient and effective way to achieve success in <strong>the</strong> new context in which <strong>the</strong> main features are: (i) <strong>the</strong> importance <strong>of</strong> knowledge as <strong>the</strong> main source <strong>of</strong> sustainable competitive advantage; and (ii) world-wide hyper-competition. The challenge is to move SWOT analysis away from <strong>the</strong> generalities <strong>of</strong> ‗strengths‘, ‗weaknesses‘, ‗opportunities‘, and ‗threats‘ to more concrete factors and characteristics appropriate to <strong>the</strong> new reality. As previously noted, in today‘s knowledge economy <strong>the</strong> resource-based view and <strong>the</strong> activity-based view are <strong>the</strong> fundamental cornerstones that determine company competitiveness. The resourcebased view (Barney, 1991, 1999; Grant 1991, 1998; Teece , D. J., Pisano G. and Shuen A. 1997) stresses that, in turbulent times and in times <strong>of</strong> rapid change in technology and in customer and industry needs, sustainable competitive advantages are mainly due to <strong>the</strong> intangible resources <strong>of</strong> a company or, more specifically, to core competencies (which are, in practice, equivalent to core knowledge). But resources per se do not create value, and because <strong>the</strong> resource-based view focuses only on what <strong>the</strong> firm has, this view does not, in isolation, adequately explain how to deploy scarce resources to create superior value. To that end, <strong>the</strong> activity-based view (Porter 1980, 1985, 1996) is a necessary complementary perspective which focuses on what <strong>the</strong> firm does, and takes into account that value creation results from <strong>the</strong> activities to which <strong>the</strong> resources are applied. If core knowledge is <strong>the</strong> key strategic asset, improving existing core knowledge and building new core knowledge are fundamental tasks. Building and improving core knowledge require organisational learning capabilities, including <strong>the</strong> appropriate learning structures and information systems. World-wide industry hyper-competition has ensured that strategic competitive benchmarking has become an essential learning tool. This valuable knowledge can be obtained only from systematic and frequent comparison with <strong>the</strong> world-class processes and core competencies <strong>of</strong> competitors in <strong>the</strong> same business segments. In fact, companies and organisations are now competing on <strong>the</strong> basis <strong>of</strong> core 465
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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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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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Page 478 and 479: José María Viedma Marti products
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Page 492 and 493: 2. Balanced scorecard framework Ang
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Page 500 and 501: 9. Discussion and conclusions Angel
Page 502 and 503: The Global Position of</str
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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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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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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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