A methodology to assess value creation in communities of innovation

Grimaldi, Michele; Cricelli, Livio; Rogo, Francesco

doi:10.1108/14691931211248882

Cited by 65 publications

(55 citation statements)

References 82 publications

(84 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…KM is the process of leveraging knowledge of a business to gain a sustainable competitive advantage. In many earlier studies, KM is described as the process of creating, sustaining, applying, sharing, and renewing knowledge of an organization to improve performance and value creation [18][19][20]. Due to globalization, the organizations need to have the ability to efficiently retain, develop and utilize their employees to survive.…”

Section: Knowledge Management As a Tool Of Sustainable Competitive Admentioning

confidence: 99%

Barriers to Knowledge Management in the Health Sector of Pakistan

et al. 2018

View full text Add to dashboard Cite

Knowledge management (KM) is the source for creating a sustainable competitive advantage, and it helps the organizations to retain, develop, organize and utilize their knowledge. Due to globalization, the organizations must maintain their knowledge assets to survive. Many organizations have realized the potential of KM and are applying it. Since the healthcare industry is growing significantly, it is continuously generating a wealth of knowledge. This knowledge can be recorded, communicated and used by many health care professionals with the help of KM. There is a wealth of research on KM in healthcare of developed countries, but very few studies regarding KM implementation can be found in developing countries i.e., Pakistan. Pakistan is now looking towards the implementation of KM; it is in its initial stages. The implementation of KM in the healthcare of Pakistan is affected by different barriers. In this study, the barriers will be identified and analyzed. An interrelationship between the barriers will be determined, and how the different barriers support each other (driving power), and how they influence each other (dependence power). The results of interpretive structural modeling (ISM) and MICMAC (Matrice d'Impacts croises-multipication appliqué an classment i.e., cross-impact matrix multiplication applied to classification) approach show that lack of support from top management, insufficient strategic planning and lack of support from organizational structure are the main barriers to KM adoption in the healthcare of Pakistan. This study provides a solution in determining the main barriers that need to be solved first, and to ensure effective implementation of KM in the healthcare of Pakistan.Sustainability 2018, 10, 4155 2 of 22 KM is being used by various fields such as business, public policy, and information science. A multi-sectorial survey (consisting of organizations from healthcare, manufacturing, retail/wholesale, utilities and telecommunication, financial services and other sectors) revealed that 43% of organizations have a KM initiative in place, and one in ten considered knowledge management to be transforming the way they do business [8]. The healthcare industry, however, is a late adopter of the KM concept compared to the business sector [9]. Researchers and scholars have recently started working on KM for the healthcare industry; KM has quickly and swiftly made its way into the organizational and managerial processes of the healthcare sector [10].In recent years, the healthcare industry has grown exponentially; it is generating a lot of knowledge. The doctors and researchers in the medical field are continuously learning about new diseases, treatments, and care pathways. To capture this knowledge, the healthcare industry is methodically trying to adopt knowledge management (KM) because the customers are expecting to receive better healthcare services. To provide better health service, KM is an appropriate strategy [11,12] to transform the current traditional system of knowledge sharing. KM he...

show abstract

Section: Knowledge Management As a Tool Of Sustainable Competitive Admentioning

confidence: 99%

Barriers to Knowledge Management in the Health Sector of Pakistan

et al. 2018

View full text Add to dashboard Cite

show abstract

“…Several theories of innovation have come from this field showing innovation resulting from those things on which a price tag cannot normally be put, such as expertise, knowledge and personal commitment. Grimaldi et al (2013Grimaldi et al ( , 2012) "The process perspective of innovation considers innovation as a series of interrelated activities, where new knowledge is created and used through these activities". Intellectual capital theory focuses on directing and managing organizational methods and procedures, external relationships and individual competence from a strategic and enterprise governance perspective.…”

Section: A Contextual Link Between Resources Capability and Innovationmentioning

confidence: 99%

“…Grimaldi et al (2012) conclude that knowledge and intellectual capital are the main catalysts of innovation and competitive advantage.…”

mentioning

confidence: 94%

The impact of age on innovation

Parsons

2015

Management Research Review

View full text Add to dashboard Cite

Purpose -This paper aims to develop a model of individual innovation based on an employee's innate propensity to innovate and the specific costs and benefits expected to the individual from the innovation. This model is then used to study the way an employees' age will impact innovation. Design/methodology/approach -This paper proposes variables which drive an individual's innovative behavior based on a literature review. This theoretical model is then maximized to show how age drives an employees' innovation output in three ways. A small survey is used to substantiate the theory.Findings -In this model, the age of the employee becomes an important independent variable with negative elements associated with both the cost and benefit the employee will receive from their innovation efforts. However, age will be positively associated with an employee's ability to implement and capitalize on their innovation. Practical implications -Firm's must pay attention to the career life cycle of their employees. The human resource department must take on the task of focusing on delivering the programs needed to support older employees' particular needs relative to producing innovation. Social implications -As the Western workforce ages, considerations for dealing with older workers and age diversity will become more important. Models such as the one developed in this paper will be important for understanding and managing the changing workforce. Originality/value -This model develops a theory of how age can impact an employee's innovation in three specific ways that have not previously been addressed in the literature. This model also proposes an explanation for surprising results found in several prior studies.

show abstract

“…The assessment has been carried out with the involvement of the 21 managers of the 'Software' community. Data have been acquired through a cycle of interviews, Web-surveys, questionnaires, and workshops in order to receive feedbacks and review the analysis, as proposed in the methodology by Grimaldi et al (2012). The nine VDs have been singled out by community's members on the basis of their analysis of the value creation process of the community itself.…”

Section: The First Implementationmentioning

confidence: 99%

Assessment and Management of Intellectual Capital: A Single Case Study on the Construction and Implementation of an IC Index

Grimaldi

Cricelli

Rogo

2015

Knowl Process Manag

Self Cite

View full text Add to dashboard Cite

The purpose of this paper is to present an index that assesses the contribution of the intellectual capital (IC) to the value creation process of an organization. The index combines into a single measure the contributions of the individual IC elements on the basis of their strategic importance, their performance, and their reciprocal influence. Five steps, based on the Assessment and Management of Intellectual Capital (AMIC), are considered as essential to build up the index. First, a theoretical framework is developed to underpin the process of selection of the different IC categories. Then, further steps suggest how to aggregate, weigh, and normalize the value of the IC categories in order to build the AMIC index. The index has been implemented into the 'Software' community of innovation of Finmeccanica, which is the leading Italian group in Aerospace, Defence, and Security. We argue that the AMIC index can be successfully used to assess and verify the performance of the value creation process and to explain the behaviour of each specific IC category and its contribution to the combined unit value. Furthermore, the analysis of each category contribution to the value creation can be carried out both in terms of stock and flow in order to highlight the quantitative and qualitative interrelations among the categories.

show abstract

A methodology to assess value creation in communities of innovation

Cited by 65 publications

References 82 publications

Barriers to Knowledge Management in the Health Sector of Pakistan

Barriers to Knowledge Management in the Health Sector of Pakistan

The impact of age on innovation

Assessment and Management of Intellectual Capital: A Single Case Study on the Construction and Implementation of an IC Index

Contact Info

Product

Resources

About