The knowledge value chain: how intellectual capital impacts on business performance

Carlucci, Daniela; Marr, Bernard; Schiuma, Giovanni

doi:10.1504/ijtm.2004.004903

Cited by 188 publications

(98 citation statements)

References 28 publications

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“…Scholars and researchers have argued that KM is a key ingredient for competitiveness and continued success of an organisation [12][13][14][15]. There is, however, uncertainty about how to devise and implement a viable and cost effective KM initiative [16].…”

Section: Capabilities and Communications Technologies;mentioning

confidence: 99%

Desirability of Knowledge Management in Civil Engineering Consulting Firms

Kaliba¹,

Muya²,

Mwiya³

2018

JCEA

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KM (knowledge management) has in the recent past been promoted as a means of harnessing and utilising intellectual resources and to improve innovation, business performance and client satisfaction within the construction industry. However, there has been no attempt to ascertain the required level of KM within any given firm. The study reported in this paper aimed at establishing a general equation for assessing a firm's required level of KM. Through literature review and a questionnaire survey, a total of 22 key indicators of KM were established. The interaction and effects of the key indicators against turnover and employee base were established, yielding an elliptic paraboloid fitted graph over which desirability could be calculated. It was observed that there is a continuous relationship among the firm's turnover, employee base and the identified key indicators. In practice, firms have different combinations of the employee base and turnover. The derived equation fits well with the different combinations. Firms can, through the use of such equations, determine the level of effort and investment required to implement KM.

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Section: Capabilities and Communications Technologies;mentioning

confidence: 99%

Desirability of Knowledge Management in Civil Engineering Consulting Firms

Kaliba¹,

Muya²,

Mwiya³

2018

JCEA

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“…So, thinking process enables the organisation to visualise itself as a whole. This plays a key role in the knowledge value chain (Carlucci, Marr and Schiuma, 2004) linking KM to value creation, organisational (business) processes (Schiuma, Carlucci and Lerro, 2012) being an element in that chain. A holistic view in KM terms means that emphasis is placed not only on what the organisation actually does but also on how it does it (Edwards, 2009), something that does not appear on a typical organisational chart.…”

Section: Business Process Approach To Knowledge Managementmentioning

confidence: 99%

Implementing a knowledge management system within an NHS hospital: a case study exploring the roll-out of an electronic patient record (EPR)

McCracken

Edwards

2017

Knowledge Management Research & Practice

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This research aims to contribute to understanding the implementation of knowledge management systems (KMS) in the field of health through a case study, leading to theory building and theory extension. We use the concept of the business process approach to knowledge management as a theoretical lens to analyse and explore how a large teaching hospital developed, executed and practically implemented a KMS. A qualitative study was conducted over a 2.5 year period with data collected from semi-structured interviews with eight members of the strategic management team, 12 clinical users and 20 patients in addition to non-participant observation of meetings and documents. The theoretical propositions strategy was used as the overarching approach for data analysis. Our case study provides evidence that true patient centred approaches to supporting care delivery with a KMS benefit from process thinking at both the planning and implementation stages, and an emphasis on the knowledge demands resulting from: the activities along the care pathways; where cross-overs in care occur; and knowledge sharing for the integration of care. The findings also suggest that despite the theoretical awareness of KMS implementation methodologies, the actual execution of such systems requires practice and learning. Flexible, fluid approaches through rehearsal are important and communications strategies should focus heavily on transparency incorporating both structured and unstructured communication methods. KeywordsKnowledge Management Systems, Health, Hospitals, Business Processes, Electronic Patient Record, Electronic Health Record INTRODUCTIONThere has been relatively little research about how to actually carry out knowledge management (KM) within healthcare organisations. Hospitals in particular still perceive implementing KM to be difficult: it has only been in the last 10 years that such implementation issues have begun to be tackled in the field of health. Hansen et al (1999) argued that this could be due to a gap between the theories, strategies and frameworks of KM that are presented and the approaches for their practical application. Maier and Remus (2003) concurred that uncertainty towards KM is fuelled by the lack of a commonly agreed method or procedure for implementing KM. This remains the case in 2014. Deciding to 'do' KM is not the same as actually 'doing it'(Edwards, 2009).The Business Process Approach to KM provides a method for 'doing' KM and has been explored by a number of authors (Kwan and Balasubramanian, 2003;Maier and Remus, 2003;Edwards, Hall and Shaw, 2005). Studies exploring this approach have however not been in healthcare. This study therefore attempts to fill this gap and to contribute to the theory on KM implementation in health, by focusing on knowledge management system (KMS) implementation from the theoretical lens of Business Process theory. The overall goal is to understand better how to implement knowledge management systems effectively in healthcare. 2The exploratory study reported here concer...

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“…Deux types de KVC ont été définis. Un premier type est basé sur un enchaînement de processus qui gèrent le capital de connaissance de l'entreprise, typiquement développé par exemple dans Carlucci, Marr, & Schiuma (2004). Un second type est basé sur un enchaînement de tâches cognitives qui transforment l'information en décision et action, typiquement développé par exemple dans Powell (2001).…”

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Une chaîne de valeur de la connaissance

Ermine¹,

Moradi

Brunel

2012

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Cet article définit ce qu’est une chaîne de valeur de la connaissance (KVC pour « Knowledge Value Chain »), permettant de gérer les processus de transformation impliquant la connaissance dans une entreprise, afin d’en obtenir la meilleure performance possible. Il propose une définition basée sur la célèbre hiérarchie DIKW (Data, Information, Knowledge, Wisdom), composée de tâches intellectuelles de base. La valeur ajoutée par chaque tâche est expliquée et discutée. La KVC est ainsi interprétée comme un continuum de processus cognitifs à mettre en oeuvre pour enrichir progressivement le capital de connaissances de l’entreprise et générer de la valeur ajoutée.This paper describes what a Knowledge Value Chain is (KVC). This is a framework to supervise transformation processes using knowledge as a resource, to obtain the best possible performance in a company. The definition of such a framework is based on the famous hierarchy DIKW (Data, Information, Knowledge, Wisdom), composed of basic intellectual tasks. The added value of each task is explained and discussed. The KVC is so interpreted as a continuum of cognitive processes to be implemented to enrich gradually the Knowledge Capital of the firm and generate added valueEste artículo define lo que es una cadena del valor del conocimiento ( KVC por “Knowledge Value Chain”), que permite supervisar los procesos de transformación que implican el conocimiento en una empresa para obtener una mejor capacitación. Propone una definición basada sobre la célebre jerarquía DIKW (Data, Information, Knowledge, Wisdom) compuesta por áreas intelectuales de base. El valor agregado para cada tarea es discutido y explicado. La KVC se interpreta como un continuo de procesos cognitivos a instaurar para enriquecer progresivamente el capital de conocimiento de la empresa y generar valor agregado

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The knowledge value chain: how intellectual capital impacts on business performance

Cited by 188 publications

References 28 publications

Desirability of Knowledge Management in Civil Engineering Consulting Firms

Desirability of Knowledge Management in Civil Engineering Consulting Firms

Implementing a knowledge management system within an NHS hospital: a case study exploring the roll-out of an electronic patient record (EPR)

Une chaîne de valeur de la connaissance

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