A model of intellectual capital management capability in the dynamic business environment

Shang, Shari S. C.; Lin, Shu-Fang

doi:10.1057/kmrp.2009.31

Cited by 7 publications

(7 citation statements)

References 22 publications

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“…In 1999, Microsoft created a software application "Knowledge Management Landscape," and, in 2000, KPMG introduced a five-stage "Knowledge Journey" model (Klimko 2001). The recent developments include an Intellectual Capital Management Capability Model (Shang and Lin 2010), a knowledge-generation maturity approach (Arling and Chun 2011), and a knowledge manager's decision-making guide (McKenzie et al 2011). …”

Section: Introductionmentioning

confidence: 99%

An application of the knowledge management maturity model: the case of credit unions

Serenko

Bontis

Hull³

2016

Knowledge Management Research & Practice

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The purpose of this study is to investigate the level of knowledge management (KM) maturity of credit unions. The application of a maturity model to fifteen credit unions in North America revealed that an overall level of KM maturity of credit unions is at an early stage of development, but there are signs of future improvement. Credit unions attempt to increase their efficiency through KM solutions. Despite the absence of official KM strategies, KM projects were introduced locally to fill particular knowledge gaps. The availability of IT infrastructure and the implementation of KM-related technologies alone are insufficient to ensure universal success of KM activities. Credit union managers periodically access and use academic research in decision-making. At the same time, they prefer accessing scholarly knowledge in translated form from books, practitioner magazines, and consultants. It was concluded that organizations competing in the knowledge-intensive sector have an inner need for KM solutions.

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Section: Introductionmentioning

confidence: 99%

An application of the knowledge management maturity model: the case of credit unions

Serenko

Bontis

Hull³

2016

Knowledge Management Research & Practice

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“…Organizations invest in process capital in order to build a company's unique infrastructure for achieving operational and strategic goals (Moustaghfir, 2009). Given the dynamics of industry and technology, the development of process capital evolves and interacts with environmental changes (Shang and Lin, 2010). Organizations have invested in information technology (IT) and organizational change programs to build process capital for achieving business excellence through customer satisfaction.…”

Section: Introductionmentioning

confidence: 99%

Measuring process capital from a system model perspective

Shang

2013

Business Process Management Journal

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PurposeThe purpose of this paper is to seek effective measurement methods that reflect the real value of process capital.Design/methodology/approachFrom a system model perspective, the authors refined the existing knowledge of process measurement by distinguishing three kinds of indicator for the value of process capital: input, output, and the capability to manage process capital. The design of this study, therefore, incorporates a longitudinal analysis of the content of process capital and traces its evolution by attaching a monetary value to activities and assets.FindingsThe tested results reveal that the input measure is a less effective measure for process capital, while the output measure is a valid one for measuring operational and managerial performance of process capital. The capability to manage process capital can predict all dimensions of process capital in both the short‐ and long‐term periods.Practical implicationsA practical view of process capital enhances the current understanding of process capital by highlighting the sustainability of process value and the validity of measuring output and management capability of the process capital. Second, the study results also explain the productivity paradox because of the complexity of the hidden cost of process input and the distinctive capability of organizations in managing technology and complementary resources. Finally, the system view of process capital, from input through process to output of the process capital, with operationalized measures, provides a useful reference for examining intellectual capital.Originality/valueThe findings offer a more robust definition of process capital as a firm's established capability to exploit the knowledge of business processes and organize resources in designing and managing business activities for sustained value.

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“…The above models only show the elements of the IC and some of them demonstrate the relationships between the elements but they do not reveal the process. Hence, the Capability Management Maturity Model was defined to address an organisation's processes (Shang & Lin, 2010). However, Shang and Lin (2010) found that a matured model should be structured on the collection of elements which emphasise on the maturity aspects of the organisation.…”

Section: Models Of Intellectual Capital Managementmentioning

confidence: 99%

“…Hence, the Capability Management Maturity Model was defined to address an organisation's processes (Shang & Lin, 2010). However, Shang and Lin (2010) found that a matured model should be structured on the collection of elements which emphasise on the maturity aspects of the organisation. Hence, the Intellectual Capital Management Capability of Shang and Lin (2010) were later extended to include elements to facilitate the firms' continual improvement processes.…”

Section: Models Of Intellectual Capital Managementmentioning

confidence: 99%

“…However, Shang and Lin (2010) found that a matured model should be structured on the collection of elements which emphasise on the maturity aspects of the organisation. Hence, the Intellectual Capital Management Capability of Shang and Lin (2010) were later extended to include elements to facilitate the firms' continual improvement processes. In addition, Ding and Li (2010) proposed an ICM model comprising of three layers; namely the core layer, the expansion layer and the strategy layer.…”

Section: Models Of Intellectual Capital Managementmentioning

confidence: 99%

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Intellectual Capital Management: Pathways to Sustainable Competitive Advantage

Halid¹,

Choo²,

Salleh³

2018

IJARBSS

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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.

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A model of intellectual capital management capability in the dynamic business environment

Cited by 7 publications

References 22 publications

An application of the knowledge management maturity model: the case of credit unions

An application of the knowledge management maturity model: the case of credit unions

Measuring process capital from a system model perspective

Intellectual Capital Management: Pathways to Sustainable Competitive Advantage

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