System dynamics and agent-based modelling to represent intangible process assets characterization

Abstract

Purpose This paper aims to address the use of modelling and simulation tools to enhance intangible process assets management by simulating and automating their characterization depending on their quality and impact on an organizational business goal. Design/methodology/approach The authors conducted a study comparing two simulation-based approaches to characterize intangible assets: system dynamics and agent-based simulation. Findings Strategic business studies have not yet considered the use of simulation techniques to characterize the intangible assets at length. The proposed solution introduces significant improvements for strategic data visualization, providing company stakeholders with a practical and helpful prism through which to view an easily adaptable, cheap and meaningful source of information about their company’s process assets, and their behaviour based on operation indicators. Practical implications This research offers decision-makers in knowledge-intensive organizations alternatives for effective strategic decision-making and for leveraging prospective views based on the specification of the organization’s knowledge. To do this, stakeholders will be able to use very promising low-cost simulation-based tools to create practical scenarios and potential situations that generate inputs for debate and decision-making by senior and middle management. Originality/value This paper reports an unprecedented comparative study of system dynamics and agent-based simulation to speed-up the characterization of the intangible process assets based on their quality and impact on strategic goals. It stresses the benefits and implications of the use of these techniques for better strategic management.

An Intelligent Digital Media Asset Management Model Based on Business Ecosystem

“…For example, some scholars use the system dynamics method to study the in uence of di erent Internet application environments on knowledge transfer between enterprises from the perspectives of Internet tools, Internet platforms, and Internet resources [24]. Some scholars use system dynamics and agent-based modeling to represent intangible process asset characterization [25]. In the digital media asset management ecosystem, under the background of a convergence media environment, the impact of digital media content between di erent media organizations to e ectively manage, and the values of many factors, the relationship between these factors is more complex.…”

Using Fractal Enterprise Modeling in Strategic Analysis with Focus on Intangibles: Empirical Study in Product Innovation

“…Yet, there is a very limited spectrum of EM approaches concerning integrating and understanding the intangibles in organizational settings. Even though some examples of the intangibles' incorporation into the EM languages can be found in, e.g., iStar [62], through a combination of the knowledge management (KM) and EM disciplines [15], [24], [29], [30], and simulation techniques to characterize the intangible assets [14], most of the recent research is dominated by measuring the impact of intangibles on the business performance using the mathematical models [10]- [12], [17], [39], [40]. Thus, there is no obvious solution to how to incorporate the intangibles into the business analysis within the existing EM models, e.g., within their hierarchy, components, composition, origin, possession, how they are used and interwoven into the tangible settings, etc.…”

“…For instance, the existing theories define intangibles as operant resources, such as tacit knowledge, competencies, capabilities, culture, and relationships [2], [3], [31]. Also, some researchers may consider organizational policies and models as intangibles, consequently, addressing the intangibles' modeling in relation to, potentially, tangible assets (see, e.g., [14]). Moreover, the scarcely existing research also tends to segregate the intangibles categories focusing independently on, e.g., Research and Development (R&D) and learning, human and social capital, technological and informational capital, etc.…”

“…Moreover, the tangibles diminish in their importance as differentiating factors of competitive advantage [6]- [8], because the intangible resources allow the utilization of other resources more efficiently [9] and have a significant influence on the emergent properties within an organizational system [10]- [13]. Although, the new business reality emphasizes the strategic importance of the intangibles [14]- [17], simply being aware of their significance may not be equal to being able to apply them in a particular organizational setting/situation. Managers need more practical tools that help to extract the available knowledge on the intangibles from their organizations.…”