Knowledge Management Processes and Intellectual Property Management Processes: An Integrated Conceptual Framework

Henao‐Cálad, Mónica; Montoya, Paula Rivera; Ochoa, Beatriz Uribe

doi:10.17230/ad-minister.31.8

Cited by 5 publications

(3 citation statements)

References 11 publications

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“…For developing the method, the research team conducted a review of existing business strategies (Lee, Lim & Tan, 1999;Leitner & Güldenberg, 2010;White, 1986), KM processes (Costa & Monteiro, 2016;Henao-Calad, Rivera Montoya & Uribe Ochoa, 2017;Wee & Chua, 2013) and some maturity models in KM (Kuriakose et al, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

Evaluation of a strategy-oriented method to identify and prioritise knowledge management initiatives in SMEs

Igartua

Albisua

Ruiz³

et al. 2021

JIEM

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Purpose: This article presents the process followed for the definition, application and evaluation of a Strategy oriented method of identifying and prioritising Knowledge Management (KM) initiatives in small to medium enterprises.Design/methodology/approach: To develop the method, the research team conducted a review of literature about existing business strategies and processes and models of maturity in KM. Based on that, a first version of a method was proposed. Subsequently, a contrast was made through a focus group composed of regional development centres, new company promotion agencies and industry representatives. Then, a four-step method, named KM-EZAGUTUZ, for the identification and prioritisation of KM initiatives in SMEs was proposed. Then, a field test was performed in five companies.Findings: The conclusions obtained through the research show the validity of the method for SMEs to identify and prioritise KM initiatives.Research limitations/implications: More field test should be done to confirm the validity of the method and improve it.Practical implications: The method, developed and supported in a prototype tool, helps companies to determine and prioritise actions for a better KM in accordance with company strategies, in a short period of time. In addition, the method supports a common understanding of the strategic vision of the organisation among the participants in the process.Social implications: Management practices are usually designed for medium and large companies. The significant resources required make it difficult for SMEs to benefit from their implementation. Given that SMEs account for a large share of employment in countries and that they need to manage knowledge effectively, this research helps to address this important socio-economic need.Originality/value: The method described in the article combines Strategy, Knowledge Management and a user friendly identification and prioritization tool adapted to SMEs.

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Section: Literature Reviewmentioning

confidence: 99%

Evaluation of a strategy-oriented method to identify and prioritise knowledge management initiatives in SMEs

Igartua

Albisua

Ruiz³

et al. 2021

JIEM

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“…Management sciences increasingly discuss the need to integrate intellectual property management with knowledge management (Gando Manuel, 2016;Heao--Calad, Rivere Montoya, and Uribe Ochoa, 2017;Panar, 2019), risk management (Yurievna Bulatetskaya, 2019), and innovation management (Bal-Woźniak, 2020; Gawlik and Adamczak, 2006;Jasiński, Głodek, and Jurczyk-Bunkowska, 2019).…”

Section: Industrial Property Managementmentioning

confidence: 99%

Industrial property management in manufacturing enterprises – an attempt to construct a definition of the concept for use within management sciences

Wojtkiewicz¹

2021

Informatyka Ekonomiczna

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“…Therefore, in the current knowledge economy era, scholars have made preliminary attempts to study IP risks from different perspectives. Some scholars argue that, in an ideal state, there is a conceptual integration of knowledge and IP management processes in an organization, and it is necessary to establish a relationship between these processes (Henao-Cálad et al , 2017). Other scholars study the effects of the interaction of such processes: IP risks may occur in different organizational forms – industry–academia research collaboration, open innovation and publicly funded research and development (R&D) programs and projects facing various risk types, such as knowledge leakage, loss of control over key technologies, moral hazard and opportunistic behavior (Frishammar et al , 2015; Campione, 2003; Sharif et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

The impact of knowledge management on intellectual property risk prevention: analysis from China’s strategic emerging industries

Jiang

Wang

2022

JKM

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Purpose Because of the globalization of the knowledge economy, intellectual property (IP) rights have become an important tool for maintaining market leadership and controlling emerging market shares. This paper aims to identify the IP risks that China’s strategic emerging industries face in the process of knowledge management in the post-COVID-19 pandemic era seeking to minimize these risks and reduce unnecessary losses. Design/methodology/approach Based on an analysis of the current situation in China’s strategic emerging industries, this paper qualitatively organizes the various types of IP risks faced by China’s strategic emerging industries in their development with knowledge creation, knowledge transfer and knowledge application. This paper further analyzes the factors triggering the risks and proposes endogenous and exogenous IP risk-prevention strategies for China’s strategic emerging industries from the perspective of knowledge management. Findings Adopting a knowledge management perspective, this paper identifies three main intellectual property risks in the knowledge creation, transfer, application processes of knowledge management for China’s emerging industries, including infringement risks related to independent innovation, leakage risks related to international cooperation and ownership risks related to technology transfer. Research limitations/implications Based on the entire technology–product–application process and from a knowledge management perspective, the IP risks in the development of China’s strategic emerging industries are comprehensively elaborated in this paper, providing a theoretical basis for avoiding IP risks that is also widely applicable to other knowledge-intensive industries. Originality/value This paper explicates the IP risk faced by China’s strategic emerging industries in each step of the knowledge management process and suggestions from knowledge management strategy, tools and implementation support mechanism holds promise for business, industry and government IP risk prevention are elaborated specially to promote the development of China’s strategic emerging industries. On the one hand, this paper expanded the research on knowledge management by exploring the relationship between knowledge management and intellectual property rights variables. On the other hand, the findings have practical significance for the stable, long term and efficient development of strategic emerging industries in China as well as other knowledge-intensive industries. Empirical analyses on this subject are suggested for future studies.

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Knowledge Management Processes and Intellectual Property Management Processes: An Integrated Conceptual Framework

Abstract: Nº 31 u n i v e r s i d a d e a f i t · m e d e l l í n -c o l o m b i a · J u l i o -D i c i e m b r e 2 0 1 7 · I S S N 1 6 9 2 -0 2 7 9 · e -I S S N : 2 2 5 6 -4 3 2 2 MONICA HENAO-CALAD PAULA RIVERA MONTOYA BEATRIZ URIBE OCHOA JEL: M15, O34

Cited by 5 publications

References 11 publications

Evaluation of a strategy-oriented method to identify and prioritise knowledge management initiatives in SMEs

Evaluation of a strategy-oriented method to identify and prioritise knowledge management initiatives in SMEs

Industrial property management in manufacturing enterprises – an attempt to construct a definition of the concept for use within management sciences

The impact of knowledge management on intellectual property risk prevention: analysis from China’s strategic emerging industries

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