KNOWLEDGE MANAGEMENT AND INTELLECTUAL CAPITAL
Adeola Odeyemi
Sign up for access to the world's latest research
checkGet notified about relevant papers
checkSave papers to use in your research
checkJoin the discussion with peers
checkTrack your impact
Abstract
AI
AI
This research explores the relationship between knowledge management (KM) and intellectual capital (IC) within Advance Medisystems Limited, a medical device distribution company in Nigeria. It emphasizes the significance of KM as a fundamental activity for enhancing and sustaining IC, which ultimately contributes to an organization's competitive advantage in a dynamic business environment. The study outlines strategies for effective KM implementation, the importance of community practices for innovation and learning, and the ethical considerations necessary for fostering a supportive organizational culture.
Related papers
The relationship of Intellectual Capital with Knowledge Management in Sustaining Organization's Performance
Intellectual capital has increasingly become one of important key driver of competitive advantages in the organization. It has been recognized as a framework to analyze the value contribution of intangible assets in an organization. At the same time, to ensure the competitiveness of organizations, knowledge management is also very crucial as a fundamental activity. This may help the organization to derive their best business value from their existing knowledge assets and attempt to establish competitive advantages asset where that is necessary. Based on Karl M. (1997) to stay competitive and successful, experience shows that organizations must create and sustain a balanced intellectual capital portfolio. This paper discusses about the role of intellectual capital in managing the knowledge in the organization. It discusses the concept of knowledge management and intellectual capital in order to assist the readers to understand about the topic. The authors also attempt to describe how the components of intellectual capital that consisted of four components which are human capital, structural capital, customer capital and competitor capital are linked to manage the organization assets.
Effect of knowledge management on intellectual capital
International journal of social sciences and humanities
In the dynamic and competitive banking industry, knowledge management plays a vital role in enhancing intellectual capital, which is considered a valuable intangible asset for organizations. The purpose of this paper is to examine the effect of knowledge management (KM) on intellectual capital (IC). The study aims to provide a comprehensive understanding of how knowledge management initiatives affect the development, utilization, and enhancement of intellectual capital. The research method used is a quantitative approach, using data collection techniques with survey methods by distributing questionnaires. Data were garnered with questionnaires from 96 employees. To achieve this objective, a quantitative analysis was conducted using the Statistical Package for the Social Sciences (SPSS) as the analytical tool. Moreover, the regression analysis demonstrated that knowledge management practices significantly predict intellectual capital in Commercial Risk Group, Bank Mandiri. The study ...
Relationship between Intellectual Capital and Knowledge Management: An Empirical Investigation
Decision Sciences, 2012
There are many factors that influence firm performance. In order to sustain competitive advantage and increase performance, a firm needs to offer high-quality products at low cost. Many firms have responded to these competitive demands by being innovative in their practices and have shown enough flexibility to meet the expectations of their stakeholders. Economists assert that intellectual capital (IC) is a vital asset that helps organizations to create value in present economic syndrome and enables the organizations to be innovative. IC can boost the organizational performance through knowledge, experiences, skills of employees and also by defining new methods of task performance and being innovative in their processes. Thus, IC of a company indicates the value of ideas and capability of being innovative for a longer period. Many authors have examined the relationship between IC and firm performance. Their finding indicates the existence of positive and significant relationship and this inspires the idea to review the literature on the relationship between innovation and intellectual capital, the topic of this paper.
The role of intellectual capital in promoting knowledge management initiatives
Knowledge Management & E-Learning: An International Journal, 2016
This paper investigates the role of intellectual capital in promotion of successful knowledge management (KM) initiatives. The conclusions are based on the results of field studies conducted in the subsidiary companies of Ministry of Energy of Islamic Republic of Iran (Sistan & Baluchestan Province). Before designing the conceptual framework, relevant literature pertaining to the history of the work at hand, was reviewed by the researcher. Based on the opinions of external experts, university professors and organization’s experienced executives, a research model was developed. Tools such as textual analysis and interviews were employed to explore relationships between intellectual capital and knowledge management. A survey was conducted using a structured questionnaire which measured research variables like intellectual capital indexes and KM processes. The output of structural equations models (SEM) and LISREL statistical software showed that intellectual capital and its components...
Intellectual Capital in Knowledge Management Organizations
This paper templet is copyright by Global Conference on Business and Social Science organized by Global Academy of Training & Research (GATR) Enterprise. Intellectual capital and knowledge are the most important assets of most organizations to ensure that determined or intended strategies can be implemented. The resource-based view of the firm considers the firm as a bundle of tangible resources, intangible resources, and organisational capabilities. An effective IC refers to the critical issues of organisational adaptation, survival and competence in the face of discontinuous environmental change. KM is essential for retaining employees' knowledge within a firm by using appropriate technology and tools to capture and store the knowledge residing in the minds of its employees, so it can be easily shared and reused. There is a growing realisation of the importance of the development and understanding of theory for both Intellectual Capital and Knowledge Management in relation to guide the successful development of Knowledge Management Organisations. This study is fundamental because it will provide the whole picture about the different levels of knowledge; individual, group and organizational, which express internal knowledge (formal and informal knowledge) and external knowledge such as customers and suppliers. The aim of this study is addressed some of the gaps in Intellectual Capital literature. It is necessary to investigate the interactions between IC components in Knowledge management organizations, which include human capital (HC), Organizational capital (OC), and Relational capital (RC). This is important in order to discover the extent to which these factors work together to achieve a network's knowledge management in organization.
Intellectual Capital and Knowledge Management as Drivers of Business Success
2015
Due to global competition and increasingly dynamic markets, the importance of intangible resources such as knowledge has been growing dramatically, especially for small and medium-sized enterprises (SME). SMEs have to be more innovative, flexible, and efficient to successfully cope with typical challenges such as growing competition and rapidly changing demand patterns. In the past, knowledge management has been successfully implemented and developed by large enterprises in particular. In contrast, knowledge management for SME is not a matter of course yet. However, current survey results affirm that activities in the area of knowledge management depend less on the size of an enterprise or its industry, but rather on an enterprise’s business strategy and core competencies. In the light of these results, SMEs seem not to have disadvantages regarding the implementation of knowledge management because of their size or industry, but rather because they need to take strategic decisions t...
The Role of Intellectual Capital in Creating and Adding Value to Organizational Performance: A conceptual study
The rapid growth of knowledge economy in the last two decades has changed management styles. Organization's knowledge strategy should be driven from business strategy to ensure development of knowledge culture. Such a culture ensures knowledge activities, namely acquiring, sharing, creating, transforming and its utilization. The knowledge environment will encourage and promote innovative processes. The feedback from external environment and experience from previous projects will help in research and development. The amalgamation of new and known knowledge will help devise ways and means of transformation for effective and efficient performance. A conceptual model is developed to study the moderating role of intellectual capital competencies in knowledge strategy-organizational performance relationship. The research study's how intellectual capital competencies moderate the knowledge strategy-organizational performance relationship. The novelty of this research is studying relationship of Knowledge Strategy-Organizational performance through moderating role of process innovation, research and development integration of past projects and market intelligence. It will educate and create awareness in managers for nurturing organizational intellectual capital and managing their daily affairs effectively. It will guide in devising better strategies, processes and methods to manage intellectual capital. This will help create value through innovations and improved performance.
Intellectual capital: an exploratory study that develops measures and models
Management decision, 1998
Intellectual Capital as Value Adding Element in Knowledge Management
The paper is focusing on intellectual capital model as a measurement system for evaluation both internal and external knowledge management activities and results.
Intellectual capital and knowledge management effectiveness
Management Decision, 2003
Related topics
Related papers
The relevance of knowledge management and intellectual capital Research
Knowledge and Process Management, 2008
In recent years, there has been a growing pressure on business schools to make their research more useful to practitioners. Consequently, the AASCB International dedicated an entire report to the subject. In order to assess the relevance of knowledge management/intellectual capital (KM/IC) research, 12 semi-structured interviews were undertaken with KM/IC professionals. Based on the findings, a framework was constructed and eight implications were suggested. Overall, this study is the first documented attempt to empirically investigate the issue of relevance of KM/IC academic output.
The Impact of Intellectual Capital and Knowledge Management on Competitive Advantage
International Journal of Innovation, Creativity and Change, 2019
This study aims to examine the relationship between intellectual capital and knowledge management with a competitive advantage in small and medium enterprises. Intellectual capital alludes to all the intellectual resources that the organisation claims or possesses, while knowledge management alludes to the procedures and practices that enable organisations to deal with their intellectual resources and accomplish knowledge based on a competitive advantage. This research uses quantitative and multiple regression methods to analyse research data. The statistical software used in SPSS version 24. The results of this study support previous research, in the sense that there is a significant relationship between Intellectual Capital and Knowledge Management on the competitive advantage. The implication of this research shows that the degree of Intellectual Capital can foresee the advancement capability of a company. The company must use Knowledge Management to increase Intellectual Capital and exploit the potential of knowledge. The results of this study indicate the benefits of developing innovations to illustrate the relevance of knowledge management in the exploitation of intellectual capital to improve the competitive advantage of the company.
THe need to manage knowledge in the organisation
Although much has been written on knowledge management (KM), the learning organisation and intellectual capital (IC), little, if any has been written about the relationship and correlation between KM and intellectual capital management. The challenge seems to be to provide integrated guidelines on how organisations can use both KM and IC for the formulating of a comprehensive intellectual capital management approach (CICM). The exceptional growth of information in the knowledge economy focuses attention on the importance of managing knowledge in organisations. These organisations are referred to as the so-called learning organisations. These are organisations that recognise the value of knowledge within the organisations Although there is a general consensus that the knowledge society and the knowledge economy has arrived, and that knowledge is a key business asset, organisations are still in the early stages of understanding the implications of knowledge management and intellectual capital. The rise of the “new economy” that is principally driven by information and knowledge, can be attributed to the increased prominence of intellectual capital (IC) in organisations. Intellectual capital features prominently in recent economic, managerial, technological and sociological developments in a manner previously unknown and largely unforseen. Although there are many similarities between KM and intellectual capital (IC), these concepts are not the same. KM relates to the creation of value, the gathering of ideas, the measuring of employee brainpower, and the conversion of taught knowledge into explicit knowledge that the organisation can codify and transfer. IC relates to the maximization of value. This achieved through the licensing of knowhow, patents, trademarks, and the use of intellectual capital to gain a competitive advantage. Further uses are to enter new markets, establish strategic alliances, and generate revenue. The proponents of the KM and IC approaches identify the benefits of each of these management approaches, but fail to see the connection or the interaction between KM and IC. It is possible in some industries that one approach may seem more important than the other. Nonetheless, for any organisation to succeed in the knowledge economy, it is essential to adopt both KM and IC approaches to some extent, as each deals with complementary strategic needs. What some organisations fail to see is that KM and IC are essential components for the total management of an organisation’s intellectual asset management. The question can now be asked: What can be done to ensure a successful relationship and effective correlation between knowledge management and intellectual capital in the organisation? This question will be answered with this paper.
Knowledge management and intellectual capital in knowledge-based organisations: a review and theoretical perspectives
Journal of Knowledge Management, 2020
This document is the author's post-print version, incorporating any revisions agreed during the peer-review process. Some differences between the published version and this version may remain and you are advised to consult the published version if you wish to cite from it.
Linking knowledge management and intellectual capital: An evidence based on Portuguese banks study
2012
Intellectual capital (IC) is the key driver of innovation and sustainable competitive advantage in today's knowledge-based economy. At the same time, knowledge management (KM) is a set of processes that includes knowledge acquisition, development, distribution, utilization, retention and measurement within the organization. This means that the successful management of IC is closely linked to the efficiency of KM processes, which, in turn, implies that the successful implementation of KM ensures the growth and renewal ...
Rethinking the liaisons between Intellectual Capital Management and Knowledge Management
Journal of Information Science, 2013
Intellectual Capital Management (ICM) and Knowledge Management (KM), two highly popular topics in current management discussions, are often bracketed together. The common understanding of ICM is that concepts of measurement, reporting and valuation most distinctively define this perspective, whereas KM connects debates about organizational knowledge with possibilities and limitations of management. That raises the question of how the management focus on knowledge in KM discussions is connected to the valuation and measurement approaches of ICM. An extensive review of the literature shows that knowledge plays a background role in Intellectual Capital (IC) measurement discussions. Referral to knowledge as an intangible asset appears more rhetorical than based on in-depth understanding of what knowledge as an organizational resource or capability is or is not. More particularly, the predominant view of knowledge in IC measurement discussions is a neo-functionalist, possession approach, even if flow elements of knowledge are used to supplement stock elements. Critical understanding of knowledge, for instance, as practice-based dispute, are virtually absent from the ICM discussions. What the blind spots identified in the review highlight is that ICM and KM discussions, which are presently mostly developed in isolation, should set up more meaningful and elaborated liaisons than are currently established. Two important areas for building such liaisons include (1) the perusal of the contextual, possibly disputed and power-related nature of knowledge in relation to measurement and (2) developing a systematic approach to understanding what measuring or not measuring does to organizational knowledge.
Intellectual Capital Management: Pathways to Sustainable Competitive Advantage
International Journal of Academic Research in Business and Social Sciences, 2018
Managing intellectual capital has gained popularity among both academia and industry setting due to numerous firms' attempts to gain a sustainable competitive advantage. In order to improve the ability of financial statements to offer an adequate picture of the firm's financial position, it will be necessary to capture a wide range of intangible determinants such as knowledge, innovation and intellectual property that are seen as the vital determinants of firms' success. The literature presents a series of intellectual capital management models that illustrate the various facets a firm must consider when managing intellectual capital. Then, the component of elements of intellectual capital are also identified, defined and discussed at different stages of knowledge development to fit better with the theory. Only when intellectual capital management is present, the intellectual capital components of the organisation can be tapped effectively. Though it is acknowledged that intellectual capital management promotes sustainable competitive advantage, intellectual capital management in Asian countries including Malaysia is not as rigorous as countries in the West. Therefore, the aim of this paper is to explore the CICM model for Malaysian firms that will improve the existing models. By employing the model, it is expected that there is a relationship between intellectual capital management and sustainable competitive advantage of Malaysian firms.
Consolation Prize Winner for MIA Articles of Merit Award on PAIB 2012 - Value Creation Strategy Through Knowledge Management and Intellectual Capital
In the knowledge-based economy in the present era, a greater importance has been given to intellectual capital (IC). IC is a combination of a company’s human, organisational and relational resources. It includes knowledge, skills, experiences and abilities of employees, research and development (R&D) activities, organisational routines, procedures, systems, databases and its intellectual property rights, as well as resources that link to external relationships, such as the relationships between the company and their customers, suppliers and R&D partners. Knowledge Management (KM), on the other hand, is about the ‘flow of knowledge’ from individual learning to organisational learning through value creating KM factors or KM enablers to enhance organisational performance. This paper attempts to integrate KM and IC to examine the performance of Malaysian companies. The integration role of KM and IC can keep a company’s body of knowledge or stock of intangibles ‘alive and dynamic’ in ord...
Challenges Of The Intellectual Capital From A Management Perspective
2017
The extensive framework which shows connections between intellectual capital and other concepts such as management of human resources, knowledge management, learning organizations, strategic management, places intellectual capital at the heart of the new management thinking that reflects on how organisational problems are foreseen and solved at present. In this new approach, the management of an organisation is no longer about managing the return from capital, but it is about recognising and making use of the organisational, structural resources and the knowledge of the staff. While IC marked the transition from the traditional approach in which financial capital was key to gaining wealth to an approach in which knowledge stood out as the main resource of an organisation, be it public, private or education-oriented, the interest in identification and reporting of IC has grown as several models were developed to help orient management decisions. Building on the early work of several ...
International Journal of Economics, Commerce and Management Licensed under Creative Common INTELLECTUAL CAPITAL AS THE IMPLICATIONS OF ORGANIZATIONAL LEARNING AND KNOWLEDGE MANAGEMENT PROCESS
The aim of this research is to measure, analyze and develop a model of intellectual capital as the implications of organizational learning and knowledge management. The method used is sequential quantitative method which is a merger between quantitative and qualitative methods. Research done first quantitative survey method and then carried out qualitative research with deep interview to clarify the quantitative research. The questionnaire used for the variable of organizational learning, knowledge management processes and intellectual capital are valid and reliable. It can be seen from the value of composite reliability for organizational learning, knowledge management processes and intellectual capital already> 0.7. Rated loading factor for each dimension is already> 0.5 indicating that the indicators and dimensions are valid. Rated average value extracted (AVE) for each dimension above 0.5, it shows that the construct dimensions for each variable is already good. The sampli...
Loading Preview
Sorry, preview is currently unavailable. You can download the paper by clicking the button above.