Strategic intellectual capital management as a driver of organisational innovation

Galeitzke, Mila; Steinhöfel, Erik; Orth, Ronald; Kohl, Holger

doi:10.1504/ijkl.2015.071622

Cited by 11 publications

(7 citation statements)

References 13 publications

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“…Despite these efforts, IC approaches have not yet become a standard in organizational practice, and thus, the key interest within this discussion has recently turned toward how IC is used by firms in practice (Demartini and Paoloni, 2013;Dumay, 2016;Chiucci and Montemari, 2016). The learnings from over a hundred applications of the IC instrument "Intellectual Capital Statements -Made in Germany" (Mertins et al, 2005;Edvinsson and Kivikas, 2007;Alwert et al, 2009;Galeitzke et al, 2015) with its the EU follow-up project or "ICS -Made in Europe" (InCaS, 2008) in small-and medium-sized businesses in Germany and five other European countries since 2004 show that several factors influence the bottom line and that different KM interventions address different factors (Figure 3). Only the re-use of certain knowledge assets could have a direct influence with regard of saving re-work and improving the productivity.…”

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

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Knowledge management and business performance: global experts’ views on future research needs

Heisig

Suraj

Kianto

et al. 2016

JKM

146

127

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Purpose-This paper aims to examine the views of the global knowledge management (KM) community on the research area of KM and business performance and identify key future research themes. Design/methodology/approach-An interview study spanning 222 informants in 38 countries was launched to collect data on KM expert views concerning the future research needs of the KM field. Findings-The value contribution of KM requires more research despite experts agreeing on the complexities involved in solving this challenge. Further research areas identified were related to the influence of KM to support business strategy, intellectual capital, decision-making, knowledge sharing, organizational learning, innovation performance, productivity and competitive advantage. Research limitations/implications-The sample is dominated by European-based KM experts and the self-selecting sampling approach that was used by relying on the networks of each partner could have biased the structure of this sample. Practical implications-The recognition of the complexity to demonstrate the value contribution of KM could prevent practitioners from using oversimplified approaches and encourage them to use more advanced measurement approaches. Originality/value-The paper is unique, in that it reports on the views of 222 KM experts from 38 countries representing both academia and practice, on the issue of future research needs in terms of KM and business outcomes. As such it provides valuable guidance for future studies in the KM field and related subjects.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Knowledge management and business performance: global experts’ views on future research needs

Heisig

Suraj

Kianto

et al. 2016

JKM

146

127

View full text Add to dashboard Cite

show abstract

“…In the international context, Edvinsson and Kivikas (2007) reported in the JIC on “German experiences”; Galeitzke et al (2015) covered the implications of IC Management as a driver for organizational innovation.…”

Section: The State Of the Literaturementioning

confidence: 99%

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

Bornemann¹,

Alwert²,

Will

2021

JIC

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PurposeThis article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest.Design/methodology/approachReport on the German initiative “Intellectual Capital Statement made in Germany” (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article.FindingsIC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning.Practical implicationsICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation.Originality/valueThis paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published.

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“…The insufficient number of market criteria and practically impossibility of reporting some intellectual resources in accounting documents make them imperfect, but allow us to obtain specific figures for the analysis. At the same time, the existing methods cannot be called viable, since they do not consider the performance of a business entity (Roy, 2013;Galeitzke et al, 2015).…”

Section: Methodsmentioning

confidence: 99%

Assessing Intellectual Capital from the Perspective of its Rental Income Performance

Zaytsev¹,

Rodionov²,

Dmitriev³

et al. 2020

IJTech

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Strategic intellectual capital management as a driver of organisational innovation

Cited by 11 publications

References 13 publications

Knowledge management and business performance: global experts’ views on future research needs

Knowledge management and business performance: global experts’ views on future research needs

Lessons learned in intellectual capital management in Germany between 2000 and 2020 – History, applications, outlook

Assessing Intellectual Capital from the Perspective of its Rental Income Performance

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