Knowledge management capability: defining knowledge assets

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to show that separate sources of knowledge are identified, described and clearly defined as organizational intangible knowledge assets. These knowledge assets are referred to as knowledge capabilities (KCs). knowledge management (KM) is utilized to leverage these assets with a view to systematic improvement in the process of achieving increased firm performance.Design/methodology/approach -In this paper knowledge capabilities are described in terms of their knowledge life cycle, tacit/implicit/explicit nature of knowledge, technology and organizational processes that encompass a firm's human capital identified as knowledge workers.Findings -The paper finds that five knowledge capability are presented and described as expertise, lessons learned, policies and procedures, data and knowledge documents.Research limitations/implications -The paper shows that knowledge assets can be measured and improved in order to investigate causal relationships with identified measures of performance.Practical implications -The paper shows that by explicitly describing these knowledge assets, the KM activities within organizations can more effectively leverage knowledge and improve performance.Originality/value -The paper sees that by drawing from both resource based and organizational learning literature, a knowledge management framework is presented to describe distinctly separate sources of knowledge within organizations. These knowledge sources are constructed as knowledge capabilities that can allow the assessment of organizational knowledge assets.

Melhoria contínua e aprendizagem organizacional: múltiplos casos em empresas do setor automobilístico

“…De forma análoga, Crossan e Berdrow (2003) e Carlile e Robentisch (2003) afirmam que o processo de aprendizagem permanece como uma 'caixa preta', segundo significado, num nível individual, diz respeito à mobilização contextualizada do conhecimento e know how dos funcionários a fim de gerar valor econômico à organização e valor social a si próprio (FLEURY;FLEURY, 2002).…”

“…Desenvolver competências nos indivíduos significa aumentar o potencial de aperfeiçoamentos dos processos e produtos (FLEURY;FLEURY, 2002 A avaliação é realizada pelo gestor do funcionário e também por um cliente dele e, em seguida, em parceria com o pessoal de recursos humanos, é desenvolvido um plano de ação para o desenvolvimento de cada competência que um indivíduo apresente abaixo do nível mínimo exigido.…”

Measuring Knowledge Management Capability Condition on the Support of Marine and Fishery Resources Utilisation

“…Learning Capability refers to the capability to learn and the knowledge gained while working under various circumstances (Aujirapongpan et al, 2010;Freeze and Kulkarni, 2007). Such learning may take place at many different forms and levels.…”

“…The capacity to embrace multiple forms of knowledge, in addition to the provision of a diversity of governance regimes, will create a good 'fit' over the geographies and scales of coastal regions (Nursey-Bray et al, 2014). Ability to Potential indicators of Learning Capability includes the capability to articulate (Oliver et al, 2012), ability to capture and transfer lessons learned (Freeze and Kulkarni, 2007), and motivated to study and co-create knowledge (Aujirapongpan et al, 2010).…”

An exploratory investigation into knowledge management in Western Australian knowledge-intensive small businesses

“…As such, "data are the raw material for information, and information is the raw material for knowledge" (Zins, 2007, p. 1). A common observation suggests that data are raw facts and numbers such as summarised facts and figures which are acquired from experiments, processes, surveys, etc (Freeze & Kulkarni, 2007), whereas information is a processed and interpreted version of data (Alavi & Leidner, 2001). …”