A Knowledge Management Approach for Structural Capital

Karagiannis, Dimitris; Waldner, Florian; Stoeger, Anita; Nemetz, Martin

doi:10.1007/978-3-540-89447-6_14

Cited by 15 publications

(19 citation statements)

References 12 publications

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“…Structural capital refers to the valuable intangible assets that employees cannot take away when getting off work or leaving the organization (Edvinsson and Malone, 1997). Structural capital is embedded in organizations and is best described as the valuable strategic assets of organizational capabilities, organizational culture, routines, procedures, information systems, hardware, software, databases, company images, patents, copyrights, trademarks, and so on (Aramburu and Saenz, 2011;Karagiannis et al, 2008;Zangoueinezhad and Moshabaki, 2009). Relational capital refers to the knowledge and learning capabilities that exist in relationships between an organization and its external stakeholders (Bontis, 1998;Sanchez-Polo, 2008a, 2008b;Dewhurst and Navarro, 2004;Kale et al, 2000).…”

Section: Intellectual Capital (Ic)mentioning

confidence: 99%

“…Consistent with this view, Hsu (2008) verified that KS practices improve organizational performance through the development of human capital. Karagiannis et al (2008) pointed out that sharing and transferring knowledge could be helpful for institutionalizing structural capital in a firm. According to Intellectual Capital (IC) theory, human capital, structural capital and other knowledge assets are part of a firm's IC, which can be defined as the sum of all knowledge used to form the process of conducting business to gain competitive advantages (Subramaniam and Youndt, 2005a;Youndt et al, 2004).…”

Section: Introductionmentioning

confidence: 99%

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Knowledge sharing, intellectual capital and firm performance

Wang

Liang

2014

Management Decision

428

390

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Purpose-The aim of this paper is to investigate the impact of knowledge sharing (KS) on firm performance and the mediating role of intellectual capital (IC). Design/methodology/approach-A research model was developed based on prior KS and IC studies. A survey was administered to a sample of high technology firms in China and 228 usable responses were collected. Structural equation modeling (SEM) was employed to test the research model. Findings-Tacit KS significantly was found to contribute to all three components of IC, namely human, structural and relational capital, while explicit KS only has a significant influence on human and structural capital. Human, structural and relational capital, enhance both operational and financial performance of firms. The effect of KS on firm performance is mediated by IC. Explicit KS has a greater effect on financial performance than operational performance, whereas tacit KS has a greater impact on operational performance than financial performance. Research limitations/implications-The sample of high technology firms in China might limit the generalization of the findings. Nonetheless, this study takes its lead from and extends prior research, thus providing a deepened understanding of the role of KS in organizational settings. Practical implications-The paper suggests that managers can enhance firm performance by enhancing their KS and IC. Managers can develop corresponding strategies based on the findings to achieve their specific performance goals. Originality/value-This is one of the first papers to examine how KS contributes to firm performance through the mediation of IC. It will add significant value for organizations trying to enhance their performance though KS practices.

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Section: Intellectual Capital (Ic)mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Knowledge sharing, intellectual capital and firm performance

Wang

Liang

2014

Management Decision

428

390

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“…These challenges require active and dynamic coordination between the different points of delivery that make up the health system where technical knowledge plays a pivotal in promoting the transformation of structural capital and ensuring the provision of quality value-based care 27 .…”

Section: Resultsmentioning

confidence: 99%

Reforma da Atenção Hospitalar para modelo de saúde baseada em valor e especialidades multifocais

Uzuelli

Costa

Guedes

et al. 2019

Ciênc. saúde coletiva

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Since its creation in 1988, major changes have been made to Brazil's public health system in response to the epidemiological transition and the country's changing economic context and demographics. This article describes the recent healthcare reform implemented in the federal district's public hospital system. Guided by evidence-based management and a series of regulatory instruments, the reform organized hospital emergency services and secondary outpatient care, regulated health services, and remodeled the organizational structure of the Department of Health. These changes were aimed at promoting integration between health professionals across different levels of care and ensuring the provision of continuing comprehensive care. This approach guarantees efficiency gains in patient treatment, since multifocal and focal professionals work in an integrated manner. By reorganizing work processes and ensuring adequate planning, it was possible to redesign the care model to promote knowledge management and improve access to information and interactivity, thus helping to ensure the provision of quality, value-added care.

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“…Knowledge sharing not only refers to the knowledge sharing processes -collection and donation -in an organisation, but also constitutes the organisation's knowledge sharing approaches and the type of knowledge shared widely across the organisation. In fact, there is a positive relationship between the knowledge sharing practices and intellectual capital (Hsu 2008;Karagiannis et al 2008;Wang et al 2014). Consequently, intellectual capital development enables the firm to perform better, especially when its knowledge management approaches are well developed (Hsu and Sabherwal 2012;Wang et al 2016;Wang et al 2014).…”

Section: Figure 1 Research Modelmentioning

confidence: 99%

“…Consequently, intellectual capital development enables the firm to perform better, especially when its knowledge management approaches are well developed (Hsu and Sabherwal 2012;Wang et al 2016;Wang et al 2014). Knowledge sharing practices improve organisational performance through the development of human capital (Hsu 2008), structural capital (Karagiannis et al 2008), and relational capital (Bontis et al 2007;Skaggs and Youndt 2004 Proposition 2: The organisation's knowledge environment constitutes interrelated components such as knowledge sharing types, knowledge sharing approaches, knowledge sharing processes and intellectual capital. This interrelationship is such that;…”

Section: Figure 1 Research Modelmentioning

confidence: 99%

The Effect of Organisational Culture and Knowledge Environment on Organisational Success: Directions for Future Research

Attar¹,

Kang²

2018

Australasian Conference on Information Systems 2018

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Increasingly, organisations strive to shape their knowledge environment and organisational culture for improved performance and organisational success. Despite that, existing evidence recounts the individual role of organisational culture, knowledge management and intellectual capital towards organisational performance and success, a comprehensive explanation of the effect of multiple dimensions of these factors on organisational success remains unexplored. This paper adds to existing literature by proposing that an organisation's knowledge environment combines its knowledge sharing practices (i.e. knowledge types, knowledge sharing approaches and knowledge sharing processes) and its intellectual capital. This paper presents a conceptual model on the relationship between organisational culture, knowledge environment and organisational success. The model proposes the role of organisational culture in shaping knowledge sharing practices, intellectual capital and organisational success. This research-in-progress concludes with directions for future research on the effect of organisational culture, knowledge sharing practices and intellectual capital on organisational success.

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A Knowledge Management Approach for Structural Capital

Cited by 15 publications

References 12 publications

Knowledge sharing, intellectual capital and firm performance

Knowledge sharing, intellectual capital and firm performance

Reforma da Atenção Hospitalar para modelo de saúde baseada em valor e especialidades multifocais

The Effect of Organisational Culture and Knowledge Environment on Organisational Success: Directions for Future Research

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