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Evaluation of Intellectual Capital (IC) is a vital phenomenon for various organizations in order to determine the value of the organization, to improve the control system and to assist strategic planning and decision-making. This study presents a new model in which the interactions between the IC components are considered in the evaluation and development planning process. This, in turn, would enhance the accuracy in evaluating IC and would aid managers in establishing a development plan for IC. In other words, this study tackles the common problem of the inner correlation between IC components by using fuzzy logic, which bears concrete results. The procedure starts with studying numerous criteria proposed for measuring IC drawn from the literature and selecting the most frequently used ones. Then, the selected criteria are refined through a questionnaire based on their relevance to the organization in which we want to evaluate IC. Interactions among IC criteria are captured with the help of Fuzzy Cognitive Maps (FCMs). The present study is the first that uses FCMs method for evaluating IC. After the influence of each criterion over the others is identified, several scenarios are developed and analyzed in order to realize their efficiency and effectiveness for IC development. The results reveal that improving IC criteria with maximum influence over others, does not necessarily lead to the development of IC and investigations are required to establish the development plan. [ABSTRACT FROM AUTHOR]

Competing theoretical perspectives regarding the effects of knowledge management (KM) on performance have underpinned past empirical studies. By explicitly surfacing and comparing three such perspectives, we contribute to the theoretical advancement of the KM field. We develop hypotheses consistent with the underlying logics of universalistic, complementarity and contingency theories and we empirically test these hypotheses to determine which is best supported. Data was collected from a sample of hospitality services firms operating in South Africa. Our results show that the universalistic perspective is less preferred. We find support for the complementarity perspective by revealing that codification and human capital KM capabilities interact to influence customer service outcomes. The contingency perspective also received support as the links between KM capabilities and performance were found to be contingent on the business strategy of the firm. Our results suggest that future researchers should explicitly acknowledge the theoretical perspective from which they are observing the performance impacts of KM and ensure that empirical tests are consistent with the logic of the selected perspective. [ABSTRACT FROM AUTHOR]

Abstract: Under limited resources in corporation education training, to enhance human resources quality, making education training program planning more efficient is a significant issue in training future talents. In accordance with Taiwan TrainQuali System (TTQS), the basic training structure is ton specify P (Plan) and D (Design). Ensuing results will be easier and successful. From TTQS database of Bureau of Employment and Vocational Training, corporations in Taoyuan, Hsinchu and Miaoli winning Gold Medals (Group B) have gaps outside control line in P and D. Enhancement is needed in the gap. The paper aims at a certain company winning Gold Medals in Taoyuan, Hsinchu and Miaoli to locate hidden or unobvious information with data mining, which will help future education training course planning and design. The researchers use two-stage clustering (SOM and K-means) under data mining theory to collect personnel training data of Automobile Corporation A in Taiwan and China with data mining and analysis. The results under the two algorithms will serve as reference for future education training courses. In the end, in combination of back-propagation neural network to develop education training prediction model, the research offers reference for writing knowledge management system to enhance effects of personnel participation in training at corporations. [ABSTRACT FROM AUTHOR]

Abstract: This study examines indicators of measurement and relative weights on key competency in the financial profession. In addition, the study functions as a reference for training in economic, academic, and financial circles. The findings demonstrate that attitude is relatively the most important construct for professional core competency in the financial professions. Industrial and academic circles suggest that continuous learning is the most important indicator of measurement on key competency. According to industrial circles, secondary indicators are work experience and emotional stability; academia suggests that secondary indicators are emotional stability and problem solving skills. [Copyright &y& Elsevier]

Abstract: In a knowledge era, intellectual capital has become a determinant resource for enterprise to retain and improve competitive advantage. Because the nature of intellectual capital is abstract, intangible, and difficult to measure, it becomes a challenge for business managers to evaluate intellectual capital performance effectively. Recently, several methods have been proposed to assist business managers in evaluating performance of intellectual capital. However, they also face information loss problems while the processes of subjective evaluation integration. Therefore, this paper proposes a suitable model for intellectual capital performance evaluation by combining 2-tuple fuzzy linguistic approach with multiple criteria decision-making (MCDM) method. It is feasible to manipulate the processes of evaluation integration and avoid the information loss effectively. Based on the proposed model, its feasibility is demonstrated by the result of intellectual capital performance evaluation for a high-technology company in Taiwan. [Copyright &y& Elsevier]

Organizational knowledge sharing, argued to be able to improve organizational performance and achieve competitive advantage, is often not induced successfully. How organizations should encourage and facilitate knowledge sharing to improve organizational performance is still an important research question. This study proposes and examines a model of organizational knowledge sharing that improves organizational performance. Organizational knowledge sharing practices are argued to be able to encourage and facilitate knowledge sharing, and are hypothesized to have a positive relationship with organizational human capital (employee competencies), which is hypothesized to have a positive relationship with organizational performance. Two organizational antecedents (innovation strategy and top management knowledge values) are hypothesized to lead to the implementation of organizational knowledge sharing practices. The hypotheses were examined with data collected from 256 companies in Taiwan. All the hypotheses are supported. This study has both theoretical and practical implications. [Copyright &y& Elsevier]

Abstract: The quality of human capital is crucial for high-tech companies to maintain competitive advantages in knowledge economy era. However, high-technology companies suffering from high turnover rates often find it hard to recruit the right talents. In addition to conventional human resource management approaches, there is an urgent need to develop effective personnel selection mechanism to find the talents who are the most suitable to their own organizations. This study aims to fill the gap by developing a data mining framework based on decision tree and association rules to generate useful rules for personnel selection. The results can provide decision rules relating personnel information with work performance and retention. An empirical study was conducted in a semiconductor company to support their hiring decision for indirect labors including engineers and managers with different job functions. The results demonstrated the practical viability of this approach. Moreover, based on discussions among domain experts and data miner, specific recruitment and human resource management strategies were created from the results. [Copyright &y& Elsevier]

Abstract: People in an organization constitute an important and essential asset which tremendously contributes to development and growth of that company by the help of their collective attitudes, skills and abilities. This is why the human capital (HC) can be considered the most important sub-dimension of the intellectual capital. Since you cannot manage what you cannot control, and you cannot control what you do not measure, the measurement of HC is a very important issue. This study aims at defining a methodology to improve the quality of prioritization of HC measurement indicators under fuzziness. To do so, a methodology based on the extent fuzzy analytic hierarchy process (AHP) is proposed. Within the model, five main attributes; talent, strategical integration, cultural relevance, knowledge management, and leadership; their sub-attributes, and 20 indicators are defined. The proposed model can be used for any country. However, the results obtained in the numerical example reflect the situation of HC in Turkey, since the experts are asked to make their evaluations considering the cultural characteristics of Turkey. The results of the study indicate that “creating results by using knowledge”, “employees’ skills index”, “sharing and reporting knowledge”, and “succession rate of training programs” are the four most important measurement indicators for the HC in Turkey. [Copyright &y& Elsevier]

Abstract: Human capital measurement and accounting has been under discussion for years without any satisfactory methodology emerging. The economic significance of today''s knowledge-intensive organizations makes better HC measurement more pressing. We draw on insights from the knowledge-based theory of the firm and conclude we can only make sense of its human capital by looking in detail at its practices. Human capital is the value added at the level of the work practice—as traced by activity-base accounting. Overall the firm''s human capital totals into its goodwill. The human capital can be estimated and then managed by allocating the goodwill to the activities taking place, a complex distribution process but one precisely complementary to that of activity-base accounting. [Copyright &y& Elsevier]