The Experts below are selected from a list of 33450 Experts worldwide ranked by ideXlab platform
Ahmed Bounfour - One of the best experts on this subject based on the ideXlab platform.
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Knowledge Asset similarity and business relational capital gains: evidence from European manufacturing firms
Knowledge Management Research & Practice, 2014Co-Authors: Andrés Barreneche García, Ahmed BounfourAbstract:This paper leverages the concept of absorptive capacity to explore whether similar configurations of intellectual capital (IC) are associated with the performance of relational capital in firms. It proposes a novel implementation of graph theory to analyse similarities in Knowledge Assets. We use Community Innovation Survey data to examine 5813 manufacturing firms in 13 business sectors and 13 European countries. While firms rely on external relations to compensate for a lack of internal Assets, we find that a company’s propensity to cooperate in innovation is associated with its own IC profile. In particular, firms with common Knowledge Assets are more likely to benefit from business relational capital. The main contribution of this study lies in a holistic approach to understanding how similarities in Knowledge Assets are linked to gains in business relational capital.
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Knowledge Asset similarity and business relational capital gains evidence from european manufacturing firms
Knowledge Management Research & Practice, 2014Co-Authors: Andrés Barreneche García, Ahmed BounfourAbstract:This paper leverages the concept of absorptive capacity to explore whether similar configurations of intellectual capital (IC) are associated with the performance of relational capital in firms. It...
Hanlie Smuts - One of the best experts on this subject based on the ideXlab platform.
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a Knowledge Asset management implementation framework for information systems outsourcing projects
Conference on e-Business e-Services and e-Society, 2020Co-Authors: Hanlie Smuts, George MarambaAbstract:Organisations are increasingly outsourcing information systems (IS) to external service providers. These IS outsourcing decisions are driven by multiple organisational factors such as outsource vendor expertise and Knowledge, process performance improvement due to better IS, and enabling the organisation’s ability to focus on its core capabilities. In order to harnass such vendor Knowledge to achieve business outcomes, the importance of a shared Knowledge Asset base, between the client organisation and outsource vendor, is emphasised. However, outcomes from IS outsourcing remain poor despite consideration of experience and research. Therefore, the aim of this study is to design and propose a Knowledge Asset management implementation framework that may be applied in IS outsourcing projects. The proposed framework was evaluated by an experienced programme director and its applicability was tested against a large scale IS outsourcing project. The purpose of such a framework is to enable organisations to manage and institutionalise Knowledge Assets that are created during the IS outsourcing project and to ensure that the organisation may gain the benefit from such Knowledge Assets as an outcome of the IS outsourcing arrangement.
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I3E (2) - A Knowledge Asset Management Implementation Framework for Information Systems Outsourcing Projects.
Lecture Notes in Computer Science, 2020Co-Authors: Hanlie Smuts, George MarambaAbstract:Organisations are increasingly outsourcing information systems (IS) to external service providers. These IS outsourcing decisions are driven by multiple organisational factors such as outsource vendor expertise and Knowledge, process performance improvement due to better IS, and enabling the organisation’s ability to focus on its core capabilities. In order to harnass such vendor Knowledge to achieve business outcomes, the importance of a shared Knowledge Asset base, between the client organisation and outsource vendor, is emphasised. However, outcomes from IS outsourcing remain poor despite consideration of experience and research. Therefore, the aim of this study is to design and propose a Knowledge Asset management implementation framework that may be applied in IS outsourcing projects. The proposed framework was evaluated by an experienced programme director and its applicability was tested against a large scale IS outsourcing project. The purpose of such a framework is to enable organisations to manage and institutionalise Knowledge Assets that are created during the IS outsourcing project and to ensure that the organisation may gain the benefit from such Knowledge Assets as an outcome of the IS outsourcing arrangement.
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framework for Knowledge Asset management in community projects in higher education institutions
International Conference on Innovative Technologies and Learning, 2019Co-Authors: Hanlie Smuts, Martina JordaanAbstract:Innovation in education encourages stakeholders to explore and apply different ways of looking at problems and solving them. Large-scale community projects (LSCPs) in a higher education institution (HEI), provide an ideal environment for combining curriculum outcomes, education innovation, real-world engagement and Knowledge Assets. However, current research that focuses on Knowledge Asset management in innovative learning is limited, and this study aims to contribute a holistic approach for managing Knowledge Assets in this context. In this study, we designed a Knowledge Asset management framework for LSCPs in higher education taking cognisance of innovative educational model characteristics. We applied the framework by mapping it to a community project module from an HEI using the elements of the framework as a guide. By using the Knowledge Asset management framework for LSCPs in higher education, an HEI can ensure that their community module enables strong support to the community, that students’ Knowledge and skills are enhanced and that all new Knowledge Assets created during the project delivery, are captured and stored using innovative technology sets.
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ICITL - Framework for Knowledge Asset Management in Community Projects in Higher Education Institutions
Lecture Notes in Computer Science, 2019Co-Authors: Hanlie Smuts, Martina JordaanAbstract:Innovation in education encourages stakeholders to explore and apply different ways of looking at problems and solving them. Large-scale community projects (LSCPs) in a higher education institution (HEI), provide an ideal environment for combining curriculum outcomes, education innovation, real-world engagement and Knowledge Assets. However, current research that focuses on Knowledge Asset management in innovative learning is limited, and this study aims to contribute a holistic approach for managing Knowledge Assets in this context. In this study, we designed a Knowledge Asset management framework for LSCPs in higher education taking cognisance of innovative educational model characteristics. We applied the framework by mapping it to a community project module from an HEI using the elements of the framework as a guide. By using the Knowledge Asset management framework for LSCPs in higher education, an HEI can ensure that their community module enables strong support to the community, that students’ Knowledge and skills are enhanced and that all new Knowledge Assets created during the project delivery, are captured and stored using innovative technology sets.
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Knowledge Asset management pertinent to information systems outsourcing
World Conference on Information Systems and Technologies, 2015Co-Authors: Hanlie Smuts, Paula Kotze, Alta Van Der Merwe, Marianne LoockAbstract:Organisations have over time realised that leveraging their already-accumulated Knowledge Assets are the most cost effective way to increase their competitive standing and to harness innovation. In choosing to outsource their information systems (IS), they may unintentionally fragment their Knowledge Assets by missing critical learning opportunities, with a resulting loss of ensuing business gains. Organisations should manage Knowledge exploitation effectively, especially in the context of IS outsourcing arrangements, where the planning, management and operation of all or a part of the IS function, are handed over to an independent third party. There is, however, currently a lack of applied research to explain how Knowledge Asset dynamics happen in organisational value creation mechanisms, especially in the context of IS outsourcing. This paper analyses and describes Knowledge Asset management relevant in such an IS outsourcing arrangement. By understanding the requirements to manage Knowledge Assets, an organisation may optimise the relationships among critical Knowledge Assets as well as the Knowledge sharing mechanisms required to meet Knowledge demands in the context of IS outsourcing.
George Maramba - One of the best experts on this subject based on the ideXlab platform.
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a Knowledge Asset management implementation framework for information systems outsourcing projects
Conference on e-Business e-Services and e-Society, 2020Co-Authors: Hanlie Smuts, George MarambaAbstract:Organisations are increasingly outsourcing information systems (IS) to external service providers. These IS outsourcing decisions are driven by multiple organisational factors such as outsource vendor expertise and Knowledge, process performance improvement due to better IS, and enabling the organisation’s ability to focus on its core capabilities. In order to harnass such vendor Knowledge to achieve business outcomes, the importance of a shared Knowledge Asset base, between the client organisation and outsource vendor, is emphasised. However, outcomes from IS outsourcing remain poor despite consideration of experience and research. Therefore, the aim of this study is to design and propose a Knowledge Asset management implementation framework that may be applied in IS outsourcing projects. The proposed framework was evaluated by an experienced programme director and its applicability was tested against a large scale IS outsourcing project. The purpose of such a framework is to enable organisations to manage and institutionalise Knowledge Assets that are created during the IS outsourcing project and to ensure that the organisation may gain the benefit from such Knowledge Assets as an outcome of the IS outsourcing arrangement.
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I3E (2) - A Knowledge Asset Management Implementation Framework for Information Systems Outsourcing Projects.
Lecture Notes in Computer Science, 2020Co-Authors: Hanlie Smuts, George MarambaAbstract:Organisations are increasingly outsourcing information systems (IS) to external service providers. These IS outsourcing decisions are driven by multiple organisational factors such as outsource vendor expertise and Knowledge, process performance improvement due to better IS, and enabling the organisation’s ability to focus on its core capabilities. In order to harnass such vendor Knowledge to achieve business outcomes, the importance of a shared Knowledge Asset base, between the client organisation and outsource vendor, is emphasised. However, outcomes from IS outsourcing remain poor despite consideration of experience and research. Therefore, the aim of this study is to design and propose a Knowledge Asset management implementation framework that may be applied in IS outsourcing projects. The proposed framework was evaluated by an experienced programme director and its applicability was tested against a large scale IS outsourcing project. The purpose of such a framework is to enable organisations to manage and institutionalise Knowledge Assets that are created during the IS outsourcing project and to ensure that the organisation may gain the benefit from such Knowledge Assets as an outcome of the IS outsourcing arrangement.
Andrés Barreneche García - One of the best experts on this subject based on the ideXlab platform.
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Knowledge Asset similarity and business relational capital gains: evidence from European manufacturing firms
Knowledge Management Research & Practice, 2014Co-Authors: Andrés Barreneche García, Ahmed BounfourAbstract:This paper leverages the concept of absorptive capacity to explore whether similar configurations of intellectual capital (IC) are associated with the performance of relational capital in firms. It proposes a novel implementation of graph theory to analyse similarities in Knowledge Assets. We use Community Innovation Survey data to examine 5813 manufacturing firms in 13 business sectors and 13 European countries. While firms rely on external relations to compensate for a lack of internal Assets, we find that a company’s propensity to cooperate in innovation is associated with its own IC profile. In particular, firms with common Knowledge Assets are more likely to benefit from business relational capital. The main contribution of this study lies in a holistic approach to understanding how similarities in Knowledge Assets are linked to gains in business relational capital.
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Knowledge Asset similarity and business relational capital gains evidence from european manufacturing firms
Knowledge Management Research & Practice, 2014Co-Authors: Andrés Barreneche García, Ahmed BounfourAbstract:This paper leverages the concept of absorptive capacity to explore whether similar configurations of intellectual capital (IC) are associated with the performance of relational capital in firms. It...
Andy Neely - One of the best experts on this subject based on the ideXlab platform.
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intellectual capital defining key performance indicators for organizational Knowledge Assets
Business Process Management Journal, 2004Co-Authors: Bernard Marr, Giovanni Schiuma, Andy NeelyAbstract:Measuring intellectual capital is on the agenda of most 21st century organisations. This paper takes a Knowledge‐based view of the firm and discusses the importance of measuring organizational Knowledge Assets. Knowledge Assets underpin capabilities and core competencies of any organisation. Therefore, they play a key strategic role and need to be measured. This paper reviews the existing approaches for measuring Knowledge based Assets and then introduces the Knowledge Asset map which integrates existing approaches in order to achieve comprehensiveness. The paper then introduces the Knowledge Asset dashboard to clarify the important actor/infrastructure relationship, which elucidates the dynamic nature of these Assets. Finally, the paper suggests to visualise the value pathways of Knowledge Assets before designing strategic key performance indicators which can then be used to test the assumed causal relationships. This will enable organisations to manage and report these key value drivers in today's economy.
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Intellectual capital – defining key performance indicators for organizational Knowledge Assets
Business Process Management Journal, 2004Co-Authors: Bernard Marr, Giovanni Schiuma, Andy NeelyAbstract:Measuring intellectual capital is on the agenda of most 21st century organisations. This paper takes a Knowledge‐based view of the firm and discusses the importance of measuring organizational Knowledge Assets. Knowledge Assets underpin capabilities and core competencies of any organisation. Therefore, they play a key strategic role and need to be measured. This paper reviews the existing approaches for measuring Knowledge based Assets and then introduces the Knowledge Asset map which integrates existing approaches in order to achieve comprehensiveness. The paper then introduces the Knowledge Asset dashboard to clarify the important actor/infrastructure relationship, which elucidates the dynamic nature of these Assets. Finally, the paper suggests to visualise the value pathways of Knowledge Assets before designing strategic key performance indicators which can then be used to test the assumed causal relationships. This will enable organisations to manage and report these key value drivers in today's economy.
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Assessing strategic Knowledge Assets in e-business
International Journal of Business Performance Management, 2002Co-Authors: Bernard Marr, Giovanni Schiuma, Andy NeelyAbstract:Capabilities and their underlying Knowledge Assets represent a major competitive resource for Knowledge-intensive organisations such as e-businesses. The research presented in this paper utilises a series of case studies to identify the key Knowledge Assets for e-businesses. The paper suggests the Knowledge Assets Map as a framework to identify and manage key capabilities and key Assets in today's economy. The Knowledge Asset Map identifies the following six areas as critical: stakeholder relationships, human resources, physical infrastructure, culture, practices and routines, and intellectual property. Furthermore, the paper provides managerial guidelines to design Knowledge Assets metrics.
