Search

This paper depicts a longitudinal investigation of knowledge management system development from industrial perspectives. Snapshots on three surveys (2002, 2006, and 2010) of Taiwanese companies were conducted and compared, which is to explore the perceived understandings and requirements for the applications of a knowledge management system.From the surveys, it was found that the most useful applications were document management, knowledge search and retrieval, and knowledge repository and map. The emerging applications were expert management, document security, and knowledge automation such as auto-classification, auto-abstract and auto-keyword generation. The most wanted services along with KMS were consulting service, success story-sharing, and modularization while deploying knowledge management system in the enterprises. The trends and transformation of a KM system were also collected and analyzed. We suggest that a company should use different knowledge management approach according to its corporate main business function. Combing intellectual capital theories proposed by other researchers, we categorize knowledge management focus as staff-centric, system-centric, and customer-centric knowledge from industrial perspectives. [ABSTRACT FROM AUTHOR]

This chapter proposes an operational model to monitor and assess an Open Networked Learning Community. Specifically, the model is based on the Intellectual Capital framework, along the Human, Structural and Social dimensions. It relies on the social network analysis to map several and complementary perspectives of a learning network. Its application allows to observe and monitor the cognitive behaviour of a learning community, in the final perspective of tracking and obtaining precious insights for value generation. The setting of the experimentation is a higher education community, framed within an International Master΄s program involving 23 learners from different Mediterranean Countries, interconnected in a community of students, tutors, mentors and external stakeholders. Some preliminary results of this application confirm the assumption that knowledge is a social product, and recognize the importance of the social aspects of learning, valuing the role of collective and personal relationships as the levers for learning networks success. Referring to the six dimensions highlighted in Chap. 1, this chapter can be represented by the following radar. [ABSTRACT FROM AUTHOR]

In this article, we present the results of a follow up study concentrated on the intangible assets and their role in the value creation process. As a result of the earlier investigation [47] we obtained two different groups of telecommunication companies. In the first group, we observed stable and continuous growth of the corporate value while in the second group this growth was insignificant and continually fluctuating. In order to obtain factors causing this discrepancy we decide to pursue further analysis. The present study used the data acquired through employee questionnaires sent to the analyzed companies. Using this data we constructed an Information System according to Pawlak and Slowinski [62], [50]. Next, we applied Rough Sets in order to differentiate these intangible assets (IA) which caused the aforementioned difference. Specifically, we focused on theoretical concepts of data reduction, quality of classification, accuracy of approximation, and core of the set. Consequently, we obtained a set of intangible assets which had the biggest impact on the value of analysed companies. [ABSTRACT FROM AUTHOR]

Intellectual Capital (IC) is considered as an intangible asset of an organization and further it is used as the measure of organizational assets in some organizations in Europe and Australia. Nevertheless, the study of IC was not extensively investigated in Thailand. The objective of this paper was to apply a data mining technique, association rule to mine data collected from target organizations. In this study, public and private organizations located in the central part of Thailand were surveyed on their Intellectual Capital characteristics. These target organizations were divides into three classes: low, average, high according to their IC scores. Then, association rule algorithm, Apriori was applied to find the relationships of 24 attributes in each IC Class. Results of association rule mining were reported. The implication of this model was also suggested. [ABSTRACT FROM AUTHOR]

A chapter of the book "The Christopher Longest Lectures: 1961-1970" edited by Melvin S. Arrington is presented. It explores the speech concerning the role of the intellectual in Spanish America. It offers a definition of intellectual based on how the author understands it. It explains that intellectuals pursue knowledge, reluctant to act, and believe that the best defense of the spirit is the creation of cultural wealth.

Knowledge represents the most important production factor for huge fields of today΄s economy. Since more than a decade the research on knowledge management and intellectual capital management has brought insights for the question of how organizations and their employees create value and eventually also profits. As human capital is highly volatile, organizations strive to transfer employee΄s knowledge into the more institutionalized structural capital. For this transformation as well as to identify and fill knowledge gaps we propose the integration of the ICRB framework and the eduWEAVER approach to a comprehensive IT-based management approach for knowledge management. [ABSTRACT FROM AUTHOR]

Information about Brain Drain, which refers to the migration of skilled workers is presented. Brain Drain was first commonly used in topics about the migration of science and technology workers to the U.S. This international migration of highly skilled workers is an essential part of economic policy for every nations and also plays a significant role in the globalization of economic, scientific and cultural activities.

Cisco uses a blend of knowledge management and learning management concepts, via a global and comprehensive e-learning infrastructure, to manage its intellectual capital. Knowledge management initiatives at Cisco are not exclusive to e-learning, nor are they explicitly defined as knowledge management. At Cisco, e-learning is the preferred term describing the Internet-enabling of information, training, communication, and collaboration. The end goal of Cisco's e-learning initiative is measurable business impact. The examples covered in this chapter offer insight into how knowledge management and e-learning blend together to impact Cisco's business results in a positive and sustainable way. [ABSTRACT FROM AUTHOR]

In 1897, Herbert H. Dow put Thomas Griswold, the Chief Engineer, in charge of reviewing new inventions for The Dow Chemical Company. In the 21st century, Dow has > 50 Intellectual Capital Managers and > 60 Intellectual Property Attorneys working with the businesses to create value from intangibles. Three key elements for this successful journey are highlighted: culture, trust, and strategy. To continue creating sustainable value growth from intangibles, the importance of having senior management support, showing real monetary results from managing intellectual capital, and investing in dedicated resources will be illustrated and discussed. [ABSTRACT FROM AUTHOR]

Over the last decade, there has been a growing recognition that intangible corporate assets have become the most valuable and fastest growing part of our economy. Today, it is clear that intellectual assets and their effective management may in fact, be the only form of sustainable competitive advantage (Tanazsi and Duffy, 2000). Thus, many companies want to increase their measurement of non-financial performance because it is considered strategic to overall firm performance (Bontis, 2000). Unfortunately, our awareness of and interest in the measurement of how well organizations are doing in this area far outstrips the practice. Practitioners and academics alike have expressed both frustration and dissatisfaction with the current .state of our ability to measure almost any sort of intangible (Bontis, 2000). As a result, today's knowledge managers are struggling to find ways to help their organizations understand and identify the true contribution of knowledge and other intellectual assets to a firm's success. To help make sense of the current state of both the theory and the practice of valuing the impact of knowledge management, the authors convened a focus group of knowledge managers from a wide variety of firms including: consulting, telecommunications, finance, healthcare, manufacturing and government. Members were asked to describe their problems with intellectual capital measurement and to discuss what metrics they use in their own organizations to monitor and document the impact of knowledge management. The findings of the focus group have been combined with a thorough review of the current academic and practitioner literature to provide a broad overview of the state of our understanding of knowledge and the knowledge management function in organizations. [ABSTRACT FROM AUTHOR]

Just as an organization's value is a function of its intellectual capital, the wealth of a nation — present and potential — is linked to its intellectual capital (IC). This chapter argues that it is imperative for leaders lo recognize and address the IC potentials of their nations. Issues pertaining to consideration and reporting of a nation's IC are outlined. Activities along these lines in several nations are described. [ABSTRACT FROM AUTHOR]

Chapter 24 of the book "Health Systems Performance Assessment" is presented. It argues that human, physical and intellectual resources are crucial components of the health system. It suggests that investment decisions have long-term implications for health systems. For the assessment and monitoring of human resource generation, it proposes to measure total annual investment in human resources as a percentage of the total health expenditure.

The article examines the role of creative routines and knowledge management in business enterprises. Creative renewal in industries, organizations, and teams is the key to strategic thinking and acting in the entrepreneurial millennium. Routines of creative renewal are simple processes that create and exploit knowledge within large organizations. In these entrepreneurial times, when new ventures and start-ups threaten incumbents, knowledge management attempts to contribute to theory and practice of strategy. This chapter develops the concept of creative routines and emphasizes dialogue and improvising. Creative routines make complex idiosyncratic relationships in dynamic business systems visible and trigger pragmatic action. Creative routines contribute to competitive advantage because they drive knowledge conversions on different levels, including the level of the so-called deep tacit knowledge that is authentic, hidden in contexts, distributed, and difficult to imitate. We further distinguish three levels of creative routines and analyze the context-dependency of creative routines such as improvising and dialoguing. Three case studies of Seven-Eleven Japan, Toyota Motor Corporation, and Cisco Systems illustrate dynamic business systems and creative routines. The final section summarizes the concept of creative routines as pragmatic way to introduce entrepreneurial processes to organizations, to leverage deep tacit knowledge, and to harness the creative forces of dynamic contexts.

The article focuses on the role of intellectuals in getting the world closer to World War III. Today intellectuals are living in a world that drifts and is being thrust toward World War III. The drift and the thrust depend upon ideas, definitions of world reality and upon the acceptability of policies and lack of policies among elites, public and masses. Intellectuals are termed by the author as the organized memory of mankind and such cultural apparatus as it has they create and they maintain. It is perceived by a group of people that the power of intellectuals to reason, their skills to investigate, their ability to find out are inadequate to the situations they confront. So long as they are intellectuals, they must reason and investigate and with their passion to know, they must confront the situations of all men everywhere. In the same context, the author argues that scientists have become subordinated parts of the Science Machines of overdeveloped nations. These machines have become essential parts of the apparatus of war, which is now among the prime causes of war. Without scientists it could not be developed and maintained.

Chapter 99 of the book "100 Great Business Ideas: From Leading Companies Around the World," by Jeremy Kourdi is presented. It discusses the idea on the importance on how to develop and use information creatively in the business. According to former chief executive officer of Hewlett-Packard (HP) Co., Lew Platt, they would be three times as profitable if HP knew what it knows. Furthermore, intellectual capital is an asset that is made from knowledge.

The article profiles children's book author Jacqueline Kelly who was born in New Zealand and moved with her parents to Vancouver, British Columbia, at an early age. In her books ''The Evolution of Calpurnia Tate'', and ''The Curious World of Calpurnia Tate'' Kelly gives her readers a protagonist who shares her intellectual curiosity and her insatiable thirst for knowledge. Kelly aims to inspire her young audience to be curious, ask questions, and be proactive in accomplishing their goals.