Proceedings of the 8th International Conference on Intellectual ...

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Helen Mitchell and Dennis Viehland and Littunen, 2010). Although recognising <strong>the</strong>re was a strong focus on value and <strong>the</strong> need to maintain a competitive advantage it was acknowledged by <strong>the</strong> chief executives that no consideration had been given to <strong>the</strong> importance <strong>of</strong> intellectual capital. The chief executives acknowledge that in general policies and procedures were documented. However, it was acknowledged <strong>the</strong>re was a need to give greater attention to codifying knowledge and recognised this was especially evident when employees left <strong>the</strong> business with a resulting loss <strong>of</strong> knowledge. Dividing up <strong>the</strong> organisation had a positive effect on innovation and <strong>the</strong> advantages <strong>of</strong> <strong>the</strong> restructuring appeared to outweigh any disadvantages. Innovation was a strong feature <strong>of</strong> <strong>the</strong> strategy <strong>of</strong> each <strong>of</strong> <strong>the</strong> business units. Employees were encouraged to put forward ideas, which <strong>the</strong>y willingly did, and where <strong>the</strong> ideas showed potential opportunities were given to develop <strong>the</strong>m to marketable products. Empowering and motivating employees to direct behaviour towards innovative practices had resulted in a positive culture and behavioural changes were creating a good work environment evidenced by <strong>the</strong> increase in new products and renewal <strong>of</strong> processes. Table 1: Responses to questions to chief executives Question No. Response Comment Where does <strong>the</strong> value <strong>of</strong> 9 People Products, customers, brands, processes that <strong>the</strong> company reside? create value. Does <strong>the</strong> company have a 9 No strategy 2 suggested <strong>the</strong>re may be an organisational strategy to manage IC? wide strategy. Can an organisation 9 Yes 2 said depending on conditions allowing become more innovative innovations. through managing 1 said <strong>the</strong> individual has to take responsibility intellectual assets? and accountability to engage in innovation. Does <strong>the</strong> company use 9 Networking both Undertaking co-operative research, working internal and external internally and alongside a complementary company. networks to acquire knowledge? externally. Socialising at conferences. To what extent is 9 Varied responses. Information about products. Benchmarking knowledge codified? opportunity to codify. Recognition that <strong>the</strong>re is a need to codify. What plans are <strong>the</strong>re to 9 Varied responses Moving forward in <strong>the</strong> industry, bringing in create new knowledge? better people, investing in people and training. Forum to stimulate cross-pollination <strong>of</strong> ideas, customer needs, looking for opportunities. Had restructuring created a 9 Yes Flatter structure more accountability, more innovative empowerment <strong>of</strong> staff, improved use <strong>of</strong> organisation? working capital, greater recognition <strong>of</strong> ideas, people closer to customers. Need to be more commercially focused. Reservation – imbalance in wealth sharing. Have products/services 9 Yes Enthusiasm came through strongly, new increased as a result <strong>of</strong> ideas and initiatives being promoted. ideas promoted by staff? Improvement in processes. Lead time reduced from weeks to days How is <strong>the</strong> intellectual 6 No processes. There was considerable discussion around capital <strong>of</strong> <strong>the</strong> company 2 Basic level. <strong>the</strong> area <strong>of</strong> intellectual property, e.g concern managed? 1 Managed by patent expressed about breach <strong>of</strong> copyright, cost <strong>of</strong> attorneys. patenting. Managing intellectual property was not undertaken although <strong>the</strong> organisation has a legal team to attend to patenting procedures. However, to generate additional wealth from innovations it is necessary to go beyond <strong>the</strong> protection level such as gaining income from <strong>the</strong> licensing <strong>of</strong> intellectual property. From <strong>the</strong> research, it is evident that some business units were showing success in innovation without managing intellectual capital thus raising <strong>the</strong> question about whe<strong>the</strong>r it is necessary to manage intellectual capital. However, it was agreed by <strong>the</strong> chief executives that putting in place a strategy to 372
Helen Mitchell and Dennis Viehland manage intellectual capital would enhance innovation activity and promote even greater success. The developing <strong>of</strong> a plan for managing intellectual capital would be a positive move and provide <strong>the</strong> opportunity to identify where key knowledge resided that would be beneficial for <strong>the</strong> development <strong>of</strong> future innovations. With <strong>the</strong> strong focus on increasing organisational value through <strong>the</strong> development <strong>of</strong> innovations, along with <strong>the</strong> need to maintain a competitive advantage, it was acknowledged that managing intellectual capital was essential. Although a number <strong>of</strong> <strong>the</strong> business units were already working alongside academic institutes in certain areas <strong>of</strong> research, it was felt by <strong>the</strong> chief executives that working more closely with <strong>the</strong>m would be beneficial to <strong>the</strong>ir business particularly in assisting with <strong>the</strong> developing <strong>of</strong> a strategy for managing intellectual capital. With this approach <strong>the</strong>re is benefit not only for organisations but also for practitioners who gain from <strong>the</strong> opportunity to work closely with businesses. A limitation <strong>of</strong> <strong>the</strong> research is that only one organisation was involved albeit one that had divided into business units set up as limited liability companies. However, <strong>the</strong> study has revealed that <strong>the</strong>re is a need to enquire fur<strong>the</strong>r into determining whe<strong>the</strong>r organisations recognise <strong>the</strong> importance <strong>of</strong> intellectual capital as <strong>the</strong> key to innovation and is <strong>the</strong> means through which wealth is generated. Fur<strong>the</strong>r research opportunities point to <strong>the</strong> need to examine <strong>the</strong> relevance <strong>of</strong> existing management skill sets to determine <strong>the</strong>ir fit with <strong>the</strong> skills required to manage intellectual capital. There is a need to investigate approaches to be taken to encourage codification <strong>of</strong> knowledge, to compare innovation activity in small and large organisations, and to more effectively manage intellectual property. References Barth, S. (2005). Self Organisation: Taking a Personal Approach to Knowledge Management. In M. Rao (Ed.), Knowledge Management Tools and Techniques. Elsevier Butterworth-Heinemann, Oxford, U.K. Chatzkell, J. (2000). A Conversation With Hubert Saint-Onge. Journal <strong>of</strong> Intellectual Capital, Vol. 1 No. 1, pp. 101-115. Darroch, J. and McNaughton, R. (2002). Examining <strong>the</strong> Link Between Knowledge Management Practices and Types <strong>of</strong> Innovation. Journal <strong>of</strong> Intellectual Capital, Vol 3 No. 3, pp 210-222. Grant, R.M. (1996). Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration. Organizational Science, Vol 7 No. 4, pp 375-387. Ireland, R.D., Hitt, M.A., Camp, S.M. and Sexton, D.L. (2001). Integrating Entrepreneurship and Strategic Management Actions to Create Firm Wealth. Academy <strong>of</strong> Management Executive, Vol 15 No. 1, pp 49-62. Isaac, R.G., Herremans, I.M. and Kline, T.J.B. (2009). Intellectual Capital Management: Pathways to Wealth Creation. Journal <strong>of</strong> Intellectual Capital, Vol 10 No. 1, pp 81-92. Jordan. J. and Jones, P. (1997). Assessing your Company’s Management Style. Long Range Planning. Vol 30 No. 3, pp 392-398. King, N. and Anderson, N. (2002). Managing Innovation and Change. Thomson, London. Klein, D. A. (1998). The Strategic Management <strong>of</strong> Intellectual Capital: An Introduction. In D. Klein (Ed.), The Strategic Management <strong>of</strong> Intellectual Capital. Butterworth-Heinemann, Woburn, M.A. U.S.A. Martin, B. (2008). Knowledge Management. Ed. Blaise Cronin, Annual Review <strong>of</strong> Information Science and Technology (ARIST), Vol 42, pp 371-424, Information Today, Inc, New Jersey. Penrose, E. T. (1963). The Theory <strong>of</strong> <strong>the</strong> Growth <strong>of</strong> <strong>the</strong> Firm. Blackwell, Oxford, U.K. Rastogi, P.N. (2003). The Nature and Role <strong>of</strong> IC. Journal <strong>of</strong> Intellectual Capital, Vol. 4 No. 2, pp 227-248. Steenkamp, N. and Kashyap, V. (2010). Importance and Contribution <strong>of</strong> Intangible Assets: SME Managers’ Perceptions. Journal <strong>of</strong> Intellectual Capital, Vol 11 No. 3, pp. 368-390. Stewart, T. A. (1997). Intellectual Capital: The new Wealth <strong>of</strong> Organizations. Nicholas Brealey Publishing, London. Sveiby, K. E. (1997). The new Organizational Wealth: Managing and Measuring knowledge-based assets. Berrett-Koehler Publishers, Inc., San Francisco. Tseng, S. (2009). The Correlation Between Organizational Culture and Knowledge Conversion on Corporate Performance. Journal <strong>of</strong> Knowledge Management, Vol 14 No. 2), pp. 269-284. Varis, M. and Littunen,H. (2010). Types <strong>of</strong> innovation, sources <strong>of</strong> information and performance in Entrepreneurial SMEs. European Journal <strong>of</strong> Innovation Management, Vol 13 No. 2, pp. 128-154. 373
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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. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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science and mathem
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George Majdalany is a PhD candidate
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Joyce Nesamani Simson is a PhD cand
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Manpower Discipline Based on Knowle
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Peyman Akhavan et al. brains, knowl
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Peyman Akhavan et al. showed that o
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Peyman Akhavan et al. appropriate l
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Peyman Akhavan et al. sources for c
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Attitudes Towards Changes and Organ
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Ruth Alas et al. During the
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Professional inter
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Ruth Alas et al. Table 4: Correlati
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Research was supported by ETF Grant
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Rivadávia Correa Drummond de Alvar
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5. Conclusions Rivadávia Correa Dr
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Toward a Meta-Synthe</stron
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Xiaomi An et al 2.3 Reasons for dev
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Xiaomi An et al PTC works closely w
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Xiaomi An et al The first is an adm
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Xiaomi An et al policy reflections
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Figure 1: Transmission gear Marko A
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Marko Anzelak et al. knowledge basi
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Marko Anzelak et al. 72% recognise
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Marko Anzelak et al. virtually all
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Gabriel Prananingrum Aryanindita an
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Rita Babiliūtė and Kęstutis Kri
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Knowledge Management, Cultural Know
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Leonard Barnett and Edward Carter 2
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter d
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Impact of Knowledg
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Bob Barrett shorter product life-cy
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Bob Barrett 6. Concept of</
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Bob Barrett Brown, J.S. and Duguid
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Aurilla Aurelie Bechina and Eli Hus
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Lorne Booker et al. Knowledge is us
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Figure 1: Business Valuation Knowle
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3.4 Practitioner knowledge market L
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Irene Y.H. Fan and Rongbin W.B. Lee
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2.1 Appropriation Ronny Gey From a
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Ronny Gey Table 1: Characterization
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Ronny Gey The developers feel that
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Ronny Gey A first limitation we wer
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Kenneth Grant part of</stro
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Kenneth Grant The diffusion was stu
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Kenneth Grant A detailed computer-s
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Kenneth Grant did not come to <stro
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Kenneth Grant of m
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Michel Grundstein although hundred
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Michel Grundstein Figure 1: DITEK p
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Michel Grundstein 4.1.1 Knowledge i
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Michel Grundstein share. However <s
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6. Conclusions and perspectives Mic
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Intellectual Property Valuation Dec
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Hezlin Harris et al. (Burrone and S
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Hezlin Harris et al. The need for s
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Acknowledgements Hezlin Harris et a
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Managing an Assessment Process <str
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Table 1: List of N
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Shaheed Hartley Table 3: OEQ respon
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Shaheed Hartley It is very difficul
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A Community Framework for Knowledge
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Igor Hawryszkiewycz between communi
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Figure 4: Modeling knowledge subsys
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Igor Hawryszkiewycz Prahalad, C.K.,
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Eli Hustad and Aurilla Aurelie Bech
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Does Knowledge Stickiness Affect a
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Nurul Indarti knowledge (Nelson and
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3. Research methods 3.1 Research in
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Coded knowledge Nurul Indarti The f
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Nurul Indarti Arrow, K. J. (1969).
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Organizational Learning in Pr<stron
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Brigita Janiunaite et al. learn and
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Brigita Janiunaite et al. given dif
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Brigita Janiunaite et al. empowered
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Brigita Janiunaite et al. A statist
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Brigita Janiunaite et al. learning
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Balancing the Ince
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Giedrius Jucevičius safeguard and
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Giedrius Jucevičius nature <strong
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Giedrius Jucevičius motivating fac
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Giedrius Jucevičius Ghosh, T. (200
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Palmira Juceviciene and Vyda Mozuri
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Robertas Jucevicius relations shoul
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Robertas Jucevicius do not know whe
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Robertas Jucevicius and innovation
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Robertas Jucevicius Lawton Smith, H
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Annukka Jyrämä et al. knowledge c
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Annukka Jyrämä et al. Respondents
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Annukka Jyrämä et al. various cit
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Annukka Jyrämä et al. example hea
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Managing Information Overload - Tea
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Harri Ketamo conceptual structure a
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Harri Ketamo limited to YouTube, Fl
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Harri Ketamo Figure 8: Visualizatio
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Farmers’ Knowledge Management in
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2.1 Farmer knowledge Le Nguyen Doan
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Le Nguyen Doan Khoi days needed for
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Le Nguyen Doan Khoi dosage. Moreove
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Le Nguyen Doan Khoi use homemade in
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Developing Human Capital through Ne
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Page 353 and 354: Results Sophie Le Bellu and Benoit
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Page 367 and 368: 2. Literature review Ya-Hui Ling 2.
Page 369 and 370: Ya-Hui Ling action of</stro
Page 371 and 372: Intellectual Capital Intellectual C
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Page 389 and 390: Helen Mitchell and Dennis Viehland
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Page 397 and 398: Figure 1: KMS Framework for collabo
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Page 405 and 406: Maria Cristina Morariu economy and
Page 407 and 408: Table 1: Literature review summary
Page 409 and 410: Maria Cristina Morariu ATO = Turnov
Page 411 and 412: 4.2 Correlation analysis Maria Cris
Page 413 and 414: 4.3 Regression analysis Maria Crist
Page 415 and 416: Table 13: Regression analysis_M6 Mo
Page 417 and 418: The Arrival of <st
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Page 425 and 426: Bertrand Pauget and Ahmed Dammak Sa
Page 427 and 428: Wannapa Pipattanawong et al. cannot
Page 429 and 430: Wannapa Pipattanawong et al. 3.2 Do
Page 431 and 432: Wannapa Pipattanawong et al. Moreov
Page 433 and 434: The Dark Side of S
Page 435 and 436: Siwarit Pongsakornrungsilp vans, ro
Page 437 and 438: Siwarit Pongsakornrungsilp Kreng Ja
Page 439: Siwarit Pongsakornrungsilp Lave, J.
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