Proceedings of the 12th European Conference on Knowledge ...

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Camilo Augusto Sequeira and Eloi Fernández y Fernández previously established and cross-referenced with <strong>the</strong> three categories. When answered, <strong>the</strong> questions provide a percentage indication that points to <strong>the</strong> category to which <strong>the</strong> asset is most closely related. The value contribution level is also analyzed; it will facilitate <strong>the</strong> establishment <strong>of</strong> priorities during <strong>the</strong> management <strong>of</strong> intangibles, jointly with <strong>the</strong> classification <strong>of</strong> intangible asset in one <strong>of</strong> five categories <strong>of</strong> Intellectual Capital, i.e., Human, Organizational, Relationship, Technology Domain and Environmental, in accordance with <strong>the</strong> description in <strong>the</strong> Intangible Assets Management Report, IEPUC (2009). Intangible assets that have been identified as necessary to achieve actions are now classified as existing, non-existing or partially-existing. As mentioned, <strong>the</strong> weighting <strong>of</strong> each intangible asset (previously identified and mapped) serves to prioritize <strong>the</strong> most important assets. The calculation <strong>of</strong> this weighting is performed based on responses to six questions considered essential to identifying core assets. These questions follow <strong>the</strong> same paradigm as core competence. The response results indicate <strong>the</strong> level <strong>of</strong> contribution <strong>of</strong> <strong>the</strong> intangible asset. Following this procedure, we can prioritize assets with greater potential to contribute and continue to <strong>the</strong> next steps <strong>of</strong> <strong>the</strong> qualitative assessment. Here too, <strong>the</strong> potential contribution is identified <strong>of</strong> each source and its weighting (marginal, participatory, contributing, beacon, fundamental) in creating value for intangible asset to which it is associated. These weightings are self-explanatory: Marginal source has a weighting <strong>of</strong> 1, which is lower than <strong>the</strong> Fundamental source, with a weighting <strong>of</strong> 5. Also defined is <strong>the</strong> impact <strong>of</strong> <strong>the</strong> intangible asset on organizational results through <strong>the</strong> most impacted financial indicators – so-called Underlying Assets (UA) – as shown in Figures 3 and 4. The calculation <strong>of</strong> <strong>the</strong> potential contribution <strong>of</strong> each source is directly associated with <strong>the</strong> type <strong>of</strong> underlying asset to which <strong>the</strong> intangible asset, representing <strong>the</strong>se sources, is correlated. For example, for <strong>the</strong> underlying asset whose indicator is CAPEX (CAPital EXpenditure), <strong>the</strong>re are three specific questions to be answered: Prevents <strong>the</strong> root causes <strong>of</strong> harm? Contributes to performance? Ensures final quality? For each underlying asset, a specific set <strong>of</strong> questions is listed (Final Report, IEPUC (2009)). 5. Pilot application he first workshop <strong>of</strong> <strong>the</strong> pilot application begins by filling in <strong>the</strong> fields relative to Organizational Identification. Among <strong>the</strong>se, <strong>the</strong> main fields relevant for <strong>the</strong> analysis <strong>of</strong> intangibles are Declaration <strong>of</strong> Value, Value Creation Model, Primary Supplier, Secondary Supplier, Primary Customer and Secondary Customer. The Statement <strong>of</strong> Value and <strong>the</strong> Value Creation Model contribute to focus <strong>the</strong> work that results from <strong>the</strong> identification <strong>of</strong> Primary and Secondary Suppliers, Primary and Secondary Customers, and especially, in <strong>the</strong> identification <strong>of</strong> organizational stakeholders. It is important to note that, as a pilot application, stakeholders were not surveyed directly, and, <strong>the</strong>refore, <strong>the</strong> statements in <strong>the</strong> model are <strong>the</strong> expression <strong>of</strong> <strong>the</strong> perceptions <strong>of</strong> those present on <strong>the</strong> day <strong>of</strong> <strong>the</strong> workshop. The next step was to identify <strong>the</strong> assets needed to support <strong>the</strong> required actions. The internal and external contexts are analyzed from <strong>the</strong> perspective <strong>of</strong> a set <strong>of</strong> parameters. Organizational Competencies, Managerial Dynamics and Intangible Development Potential are <strong>the</strong> parameters through which <strong>the</strong> internal context is evaluated. For each parameter, <strong>the</strong>re is a set <strong>of</strong> related questions which, when answered, provide <strong>the</strong> degree <strong>of</strong> conformity vis-à-vis each parameter <strong>of</strong> <strong>the</strong> organization. This degree <strong>of</strong> conformity, which varies from 0.5 to 1.5, is <strong>the</strong> resilience factor. Resilience indicates <strong>the</strong> organization's propensity to create intangible value. The external context is analyzed using <strong>the</strong> following parameters: Customer Vision, Relationships, Sustainability, Institutional Politics, Regulation, Technology and Economy. The parameters <strong>of</strong> each context are also weighted according to <strong>the</strong>ir degree <strong>of</strong> influence. Factors range from Fundamental (weight 5) to Marginal (weight 1), passing down through Beacon (weight 4), Contributor (weight 3) and Participatory (weight 2). The analysis <strong>of</strong> contexts gives a snapshot view <strong>of</strong> <strong>the</strong> organization. The parameters that require more attention are Economy and Regulation. In analyzing <strong>the</strong> sub-dimensions managers can, in <strong>the</strong> future, devise strategies to change this factor. One <strong>of</strong> <strong>the</strong> objectives <strong>of</strong> this pilot application was to select <strong>the</strong> most important assets and to follow <strong>the</strong> procedure through to <strong>the</strong> valuation stage. As such, four assets were chosen to be analyzed in this pilot application. In this paper, we describe just one <strong>of</strong> <strong>the</strong>se assets in <strong>the</strong> following steps. The classification <strong>of</strong> <strong>the</strong> asset as Tactical, Operational or Competitive (TOC) also contributes to ranking <strong>of</strong> 912
Camilo Augusto Sequeira and Eloi Fernández y Fernández assets, within a set, in order to ascertain which are <strong>the</strong> most important. Usually, Competitive assets are prioritized when it is time to prioritize future strategies. But if organizational focus is on <strong>the</strong> present, <strong>the</strong>n Tactical or Operational assets have stronger weighting. Everything depends on <strong>the</strong> organization's current situation. 6. Identification <strong>of</strong> sources <strong>of</strong> added value (SAV) Figure 4 shows <strong>the</strong> Value Creation Map for <strong>the</strong> stakeholder: Upper Management. As well as <strong>the</strong> Value Statement and <strong>the</strong> Value Creation Model, <strong>the</strong> map also depicts expectations, critical success factors, actions to meet expectations, actions to surpass critical success factors, intangible assets required to support <strong>the</strong> actions, and Value Added Sources <strong>of</strong> each asset. Only one Upper Management expectation was analyzed, whose critical factors and corresponding actions were mapped, as illustrated in Figure 4. 1 – STATEMENT OF VALUE AND VALUE CREATION MODEL 2 –STAKEHOLDERS AND THEIR EXPECTATIONS 3 – CRITICAL SUCCESS FACTORS 4 – ACTIONS TO MEET EXPECTATIONS 5 – NECESSARY INTANGIBLE ASSETS 6 – SOURCES OF ADDED VALUE Execute benchmark Foster integration and uniformity <strong>of</strong> actions within international standards <strong>of</strong> HSE excellence. Foster excellence in HSE corporate performance Establish objectives and goals for excellence in HSE Foster alignment with corporate strategies and status Model for HSE processes and methodologies Identification process <strong>of</strong> strategic competencies Capacity to implement aspects <strong>of</strong> HSE based on strategic objectives. Government and relationship networks Process to identify best practices, gaps and obtain feedback Capacity to identify standards <strong>of</strong> excellence -- benchmark; relationship networks and information bases Upper Management Promote commitment and representativeness <strong>of</strong> areas Figure 4: Upper Management: value creation map Monitoring market tendencies, producing/disseminating corporate HSE advisories, evaluating its implementation and assessing cost/benefit ratio. Effective dissemination and capacity building at all levels Governance structured for validation Critical analysis <strong>of</strong> corporate HSE performance Valuation <strong>of</strong> benefits Consolidate and report HSE performance information Systematize <strong>the</strong> process <strong>of</strong> collection, consolidation and dissemination <strong>of</strong> HSE performance information Technical/ up-to-date competence in HSE Value Creation Map Organization: CORPORATE HSE Developed capacity for critical analysis <strong>of</strong> information Implement HSE Knowledge Management Three intangible assets related to Upper Management were identified and mapped: Model for HSE processes and methodologies, with eight Value Added Sources; Technical/Up-to-date competence in HSE, with five Value Added Sources; and Management <strong>of</strong> relationship and information networks, with five Value Added Sources. 7. SAV analysis <strong>of</strong> Intangible Asset: "Model for HSE Processes and Methodologies" Maintain process <strong>of</strong> Continual improvement Management <strong>of</strong> relationship and information networks As stated earlier, <strong>the</strong> results <strong>of</strong> just one <strong>of</strong> <strong>the</strong> assets are presented. The Intangible Asset selected, "Model for HSE Processes and Methodologies," is associated with <strong>the</strong> stakeholder Upper Management through <strong>the</strong> expectation "Foster excellence in corporate HSE performance". After a detailed financial analysis <strong>of</strong> <strong>the</strong> impacts <strong>of</strong> this asset, it was concluded that <strong>the</strong> indicator <strong>of</strong> <strong>the</strong> underlying asset is CAPEX, as illustrated in Figure 5. This means that this asset creates value by releasing CAPEX, i.e., it helps to make resources available to be used in activities requiring 913
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Proceedings <stron
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Contents Title Author(s) Picture <s
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Title Author(s) Picture of<
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Volume Two The Influence of
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The Symbolic Innovation of<
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Biographies of <st
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Jan Pawlowski works as Prof
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in academia. He holds the</
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Biomedical Engineering Research Cen
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Mathematics and Ph
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Thi Hai Hang Nguyen is a lecturer a
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Dan Savescu graduate TCM Faculty, p
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Teaches Business Computing and Stat
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Inocencia Mª Martínez-León and I
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5.2 Measures Inocencia Mª Martíne
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Maurizio Massaro and Roland Bardy p
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Maurizio Massaro and Roland Bardy T
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Maurizio Massaro and Roland Bardy i
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Maurizio Massaro and Roland Bardy T
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Florian Matthes an
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Florian Matthes an
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Florian Matthes an
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Florian Matthes an
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Germany - Towards a Knowledge-Based
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Kai Mertins, Sven Wuscher and Marku
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Sandra Moffett, Ro
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Sandra Moffett, Ro
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Sandra Moffett, Ro
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Sandra Moffett, Ro
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References Sandra Mof</stro
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Syed Moneeb Ali, Mark Woodman and A
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5. Evaluation Syed Moneeb Ali, Mark
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Mohammad Mirkazemi Mood, Farhad Dan
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RI = w k j Mohammad Mirkazemi Mood,
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References Mohammad Mirkazemi Mood,
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Knowledge Mapping Based on EFQM Exc
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Mahmoud Moradi, Mohammad Rahim Rama
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The University Institution’s Impr
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Oliver Moravcik, Dagmar Caganova an
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Figure 9: Researchers at th
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Martina Mullally et al A self-learn
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Martina Mullally et al In t
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Martina Mullally et al contacted, <
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Martina Mullally et al Choo, C. W (
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Fattah Nazem Organizational level
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3. Method of <stro
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Fattah Nazem strengthe</str
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Fattah Nazem Miller, R. (1996). Lea
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Fattah Nazem 1991). Intellectual ca
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Fattah Nazem Table 1: Rotated Compo
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Fattah Nazem Intellectual capital i
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The Knowledge Clinic: Concepts, Met
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Gaby Neumann and Eduardo Tomé capi
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Gaby Neumann and Eduardo Tomé impr
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Gaby Neumann and Eduardo Tomé inst
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A Tenth Anniversary Assessment <str
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Company discussed in Working Knowle
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Gary R Oliver The difficulty with u
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Gary R Oliver accounting precedent
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Gary R Oliver Grant, R. M. (1996).
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Kaspars Osis and Janis Grundspenkis
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Taha Osman, Dhavalkumar Thakker and
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Getting Ready for Knowledge Managem
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Paul Parboteeah, Thomas Jackson and
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Figure 1 Information Management Str
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Knowledge Transfer, Knowledge Shari
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2.2 KBs Dan Paulin and Kaj Suneson
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Dan Paulin and Kaj Suneson Organiz
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Dan Paulin and Kaj Suneson The R&D
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Dan Paulin and Kaj Suneson Paulin,
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Jan Pawlowski and Markus Bick frame
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3.1 Methodology Jan Pawlowski and M
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Jan Pawlowski and Markus Bick aware
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Jan Pawlowski and Markus Bick This
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Jan Pawlowski and Markus Bick Dawes
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Understanding inter-firm networks a
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3.1 Structural properties 3.1.1 Bet
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Meysam Poorkavoos, Yanqing Duan and
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Meysam Poorkavoos, Yanqing Duan and
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Institutional Matrix of</st
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Evgeny Popov, Maxim Vlasov and Anna
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References Evgeny Popov, Maxim Vlas
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Evgeny Popov, Maxim Vlasov and Mari
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Farnaz Rahimi and Mohamad Ebrahim M
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4. Research design Farnaz Rahimi an
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An Intelligent Model to Asses Organ
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Kamaladdin Rahmani Youshanloui et a
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Kamaladdin Rahmani Youshanloui et a
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4. Conclusion Kamaladdin Rahmani Yo
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Risk Analysis for Knowledge Managem
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4. Risk management Lila Rajabion an
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Lila Rajabion and Jafar Zanganeh po
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Lila Rajabion and Jafar Zanganeh D
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Lila Rajabion and Jafar Zanganeh th
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References Lila Rajabion and Jafar
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Anna Maria Costanza Rinaldi state t
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Anna Maria Costanza Rinaldi single
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Anna Maria Costanza Rinaldi With ho
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Figure 3 : Group k - Leathe
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Anna Maria Costanza Rinaldi determi
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Country Strategic Risk and Knowledg
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Eduardo Rodriguez, John Edwards and
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Max Erik Rohde and David Sundaram i
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Max Erik Rohde and David Sundaram
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Max Erik Rohde and David Sundaram S
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Max Erik Rohde and David Sundaram 6
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A Ranking Method for Identification
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Inès Saad criteria are decomposed
Page 290 and 291: Inès Saad K3 (Crucial knowledge)
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Page 300 and 301: Social Media Mindset and Knowledge
Page 302 and 303: Risto Säntti social media mindset
Page 304 and 305: Risto Säntti 4. The social media m
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Page 308 and 309: Dan Săvescu, Mihaela-Georgia Sima
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Page 336 and 337: Camilo Augusto Sequeira and Eloi Fe
Page 344 and 345: 9. Conclusions Camilo Augusto Seque
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Marta Christina Suciu et al Luintel
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Marta Christina Suciu et al holds a
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Marta Christina Suciu et al propose
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Kaj Suneson and Ilona Heldal Many r
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Kaj Suneson and Ilona Heldal recogn
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Kaj Suneson and Ilona Heldal too ex
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Kaj Suneson and Ilona Heldal In thi
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Infrastructure of
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Natalia Tikhomirova et al global c
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Natalia Tikhomirova et al developm
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Measurement of cus
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Kamila Tislerova and customers, ra<
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Kamila Tislerova as pretty poor (45
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Multi Perspective Framework to Impr
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Choon-Bae Yoo, Igor Hawryszkiewycz
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6.4.1 Content Analysis Choon-Bae Yo
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2. Research objective John T Young
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Figure 2: Exploring and expressing
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John T Young municipal services. Th
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4.1.4 The Customers C John T Young
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6.3 Procedural changes John T Young
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8. The CATWOE Components 8.1 Transf
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John T Young orders could be airfre
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Alexander K. Kofin
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Alexander K. Kofin
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4 : Mobilization of</strong
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Alexander K. Kofin
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Alexander K. Kofin
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1022
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Nadine Amende Figure 1 shows an exa
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Nadine Amende they
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Figure 3: Classification of
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Nadine Amende such as “What are y
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Nadine Amende Davis, F. D. (1986) A
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Evgeny Blagov internal and external
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Evgeny Blagov oriented on t
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Evgeny Blagov (0 - absolutely unimp
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References Evgeny Blagov Arrow, K.J
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Roman Kislov This research looks at
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Roman Kislov role boundary blurring
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Roman Kislov The following methods
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Roman Kislov Lave, J. and Wenger, E
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Tony K. M. Lo and Patrick S.W. Fong
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Type P=A=L P=A, L P, A=L P=L, A P,
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6. Case analysis Tony K. M. Lo and
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Tony K. M. Lo and Patrick S.W. Fong
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KM as a Solution for the</s
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Thi Hai Hang Nguyen et al competiti
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Thi Hai Hang Nguyen et al The varia
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Thi Hai Hang Nguyen et al The resul
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Knowledge Base Development
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2. Literature review 2.1 AC: Theore
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2.3 The inter-relations between SC
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Omid Omidvar Jansen, J. J. P., Van
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Sakura Shimada and that of<
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Sakura Shimada Figure 1: Strategic
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Sakura Shimada broader repercussion
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Sakura Shimada Excousseau, J-L. (20
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Simon Woll The research topic can b
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Simon Woll UI research projects are
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Figure 2: Research design and metho
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1088
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1090
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Chris Blodgett leadership journey t
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Figure 2: Needleman’s Knowledge P
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Chris Blodgett Analysts turn inform
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Figure 8: Cynefin Framework Chris B
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Chris Blodgett IKM Level 1: Inform
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7. Conclusion Chris Blodgett Given
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Stefanie Dannemann However, what wo
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Stefanie Dannemann In modern econom
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2. Research design and methodology
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3.4 KM Applications in IDSC Mohamed
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Mohamed Farid 3.5 Problems with <st
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Mohamed Farid “Enterprise collabo
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Mohamed Farid The design of
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Mohamed Farid For the</stro
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Susan McIntyre and Kate Kaminska re
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Susan McIntyre and Kate Kaminska C
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Susan McIntyre and Kate Kaminska Th
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Susan McIntyre and Kate Kaminska il
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1128
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Óscar Arias Londoño mention that
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5.4 Tacit Knowledge Óscar Arias Lo
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Proposal For A 2.0 Knowledge Manage
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Lillyana María Giraldo Marín et a
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Similarity and Accuracy of<
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Nina Groß et al reporting and cont
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Ravinder Singh Kahlon and Man-Chie
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Figure 3: Non-IT and IT Kiviat Diag
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Appendix B Ravinder Singh Kahlon an
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Pushkal Pandey, Sandra Mof<
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Pushkal Pandey, Sandra Mof<
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José Vásquez Paniagua According t
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José Vásquez Paniagua the
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