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The purpose of this study was to synthesize the literature that has been established on the interrelationship of "knowledge spillovers and entrepreneurial ecosystem" through a systematic literature review. The query strings generated 85 articles, of which 51 were selected for final review. The analysis was performed using MySLR software that uses the Latent Dirichlet Allocation (LDA) method, and the effectiveness was measured through the perplexity score and coherence value of the topics. The results reveal that although a plethora of literature is available on these two topics individually, the mutual relationship between these two concepts is understudied. A stronger research interest was observed after 2018 which indicates the infancy of the topic as a whole, which is yet to be explored and empirically tested, specifically in developing economies. Most of the research was focused on the role of universities, innovation, geographic dynamics and policies with respect to entrepreneurial ecosystems. Results reveal the disparity of knowledge spillovers with regard to other contributors; significantly lesser attention was paid to its role in relation to the entrepreneurial ecosystem. Along with critical analysis and synthesis of literature, future directions have also been presented in the paper.

Higher education institutions are essential generators and disseminators of knowledge; however, they must create conditions to lay the foundations supported by knowledge enablers and manage knowledge efficiently. In addition, intellectual capital and innovation are elements that help this process; if everything is correctly articulated, the academic staff and institution will promote better performance. This article analyzes how three knowledge enablers (leadership, culture, and organizational incentives) influence the knowledge management process. In turn, this process encourages the development of better intellectual capital and innovation in the teachers of Higher Education Institutions. A survey applied to 434 academics made it possible to collect information that, through structural equation models of partial least squares, allowed validation of the proposed hypotheses. The study results indicate that organizational culture and leadership significantly influence the knowledge management process. In addition, this process significantly influences intellectual capital and innovation. Finally, the vital link between the variables studied is demonstrated.

Purpose: This study examined the economic and social impact of Malaysian universities on their communities from stakeholders' perspectives. It analysed whether university stakeholders' spending, human capital (HC) and knowledge exploration (KE) will impact aggregate income (AI), quality of life (QOL) and business growth (BG) in surrounding communities. Design/methodology/approach: A survey was conducted among 540 university stakeholders from the southern, northern and eastern regions of Malaysia, representing the alumni, community and industry. Data were subjected to factor analysis using structural equation modelling (SEM). Findings: Results showed that universities impacted communities' economic development and wellbeing, thereby fulfilling their community-related role. Originality/value: This study addressed universities' role in communities' economic growth and social development. Universities' contributions towards communities can be improved through the proposed model, which suggests ways to maximise their impact. A more detailed study of a particular university is needed to identify other factors that can strengthen universities' impact, even at national and global levels.

This study re-visits an organisation that defined its knowledge-management strategy in 2008-9 applying an established strategy-intellectual capital alignment framework. It addresses questions "How has knowledge management evolved at ENTEL, and what lessons can be learnt? Does the strategy-knowledge management alignment framework applied at ENTEL in 2008-9 still hold today?" The enquiry applies qualitative research in the form of a single case study, applying semi-structured interviews and analysing the evidence through coding at a phrase level. It arrives at some interesting findings, such as that leadership of communities of practice (COPs) is critical to their success, at least in the early stages of their implementation. Also that the incorporation of generation Y (GY) into the workforce is changing the culture and openness to sharing knowledge, and thus accelerating the adoption of social networking (SN) tools, but the barriers to full deployment are still embedded in the older generation of senior and middle managers. Finally, it also emerges from the study that the paradigm by which organisations needed to choose between people-driven and technology-driven networks may no longer be valid: Due to changes in culture, to the need to speed up knowledge transfer, to the imperative for innovation and to the advent of low-cost and low-complexity SN technologies, organisations can make the most of both.

Purpose: The purpose of this paper is to deepen the knowledge on the role played by the intellectual capital (IC) of small and medium non-profit socio-cooperatives (SMSCs) in generating knowledge and organisational growth, as well as on the challenges and the difficulties of the management of IC among these organisations. Design/methodology/approach: This exploratory study adopted a qualitative methodology. A total of 70 semi-structured interviews were conducted with senior managers of Italian non-profit SMSCs, asking them to talk about the management of their human capital, organisational capital and relational capital. The data gathered from the interviews were analysed through discourse analysis carried out by two independent judges. Findings: IC management among Italian non-profit SMSCs is unplanned, unsystematic and short-termed. The SMSCs in question adopt an employee-centred approach; their IC management and knowledge creation are more focused on the direct contribution of the organisational members, than on the endorsement of formal or structured procedures and processes. Owing to their social aim, the well-being of both the workers and the beneficiaries of the SMSCs plays a central role in the IC management. Relationships with external stakeholders are regarded as important as those with the internal ones, re-affirming the organisations' members as the core of the knowledge generation. Research limitations/implications: The group reached is not a statistically representative sample; furthermore, it is limited to Italy. Social/implications: Deepening the knowledge on IC among these organisations can help to promote the strengths and address the weaknesses of its management, whilst also helping these micro-enterprises to develop into SMEs. Originality/value: This paper contributes to the IC literature by shedding light on the role played by IC among small and medium enterprise (SMEs), and more specifically in the specific context of Italian SMSCs. To the authors' knowledge, no previous research has thus far dealt with this issue. Deepening the knowledge on IC among these organisations can help to promote the strengths and address the weaknesses of its management, while also helping these micro-enterprises to develop into SMEs.

Purpose: Organizational learning has long been recognized as an important determinant of organizational performance and sustainability. Existing research, however, has commonly viewed organizational learning as a single-level, top-down and organized organizational event initiated by the leader. This particular perspective may fall short of explaining the effect of employee spontaneous workplace behaviors on organizational learning. Thus, the purpose of this paper is to develop a multilevel theoretical model exploring how an employee's upward helping and voice behavior foster organizational learning through developing leadership capital. Design/methodology/approach: A conceptual analysis was conducted by incorporating relevant research. Findings: This paper proposes the following. First, an employee's upward helping increases a leader's human capital and social capital. Second, the leader's human capital and social capital enhance the employee's psychological empowerment and knowledge leadership. Third, the employee's psychological empowerment leads to employee voice behavior. Fourth, employee voice behavior strengthens knowledge leadership. Finally, knowledge leadership promotes organizational learning. Originality/value: This paper provides a theoretical framework for future research attempting to understand organizational learning from a multilevel, bottom-up perspective. Practically, this paper offers several implications that help promote organizational learning through encouraging employee upward helping and voice behavior.

This paper develops a practical guideline for intellectual capital measuring and reporting in the context of teacher education institutions. Intellectual capital is obviously the foundation for knowledge-centric organizations like teacher training colleges. According to Bertrand Russell: "The defense of the state in all civilized countries is quite as much in the hands of our teachers as in those of the armed forces". Indeed it is teacher-training colleges with its Intellectual Capital base, which help shape future teachers for the society. A bibliography is provided.

Purpose: The purpose of this paper is to discuss the role of communities of practice in organizations and their most beneficial effects for both individual and collective development. Design/Methodology/Approach: Based on a literature review, from the first authoritative texts by Lave and Wenger until the most recent critiques, the paper has attempted to conciliate the individual and the organizational perspectives about this precious tool for knowledge management and creation. Findings: Because of their distinctive features, a joint enterprise, a mutual engagement and a shared repertoire, if strategically managed, might resort to individual and organizational positive outcomes. From an individual perspective, communities could be beneficial in developing professional skills, a stronger sense of identity and finding continuity even during discontinuity and change. From an organizational perspective, communities of practice could help drive the strategy, start new lines of business, solve problems quickly and transfer best practices. Research Limitations/Implications: Many limitations about this conceptualization have been presented. Therefore, future research should try to focus on communities within different socio-cultural contexts and within different kinds of organizations. Practical Implications: Practical implications about the use of communities of practice within organizational contexts are mainly linked to the enhancement of human and social capital seen as a strategic, although intangible, asset. Social Implications: The social implications of this paper are connected to the contribution to the discussion on the theme which is quite uncommon in human resource management research. Originality/Value: The value of this paper is the attempt to connect the communities of practice to human and social capital.

This paper explores the predictive relationship between knowledge management (KM) processes and school intellectual capital (SIC). SIC is at the core of what society deems to be the purpose and definition of successful schooling. KM aims to support organizations in creating a mechanism that measures, stores and transforms knowledge into intellectual capital. Developing SIC for creating values and capacity is an important KM processes in all organizations. A cross-sectional quantitative survey was applied to identify the KM processes that would enhance the SIC. The data were collected from 458 teachers of four secondary schools, four primary schools and one special school, which were selected randomly in Hong Kong. Factor analysis and a reliability test were applied to confirm the construct validity and reliability of the instrument. Results of the factor analysis showed that knowledge creation was excluded from the KM processes while internal capital was split into structural capital and routine capital. Results of the multiple regressions showed that knowledge retrieval and knowledge sharing are the predictors of all four components of SIC, while knowledge application predicts human capital alone. These findings reflect that schools in HK have adopted personalization KM processes to develop SIC. School leaders could consider cultivating community of practices in their schools for developing SIC for sustainable development.

Sustainable economic development is an aspiration of every nation in today's knowledge economy. Scientists for a few decades claim that intellectual capital management is the answer how to reach this goal. Currently, benchmarking methodology is the most common approach in the national intellectual capital measurement intended to provide information for management purposes. The aim of this paper is to identify advantages and disadvantages of this methodological approach and provide the answer to the question whether it is the most appropriate one. The most popular methods based on the benchmarking methodology (NICI, ICM, ICI, NIC40, ELSS) are analysed and compared within the paper. Advantages and disadvantages of benchmarking are thoroughly investigated with regard to measurement objectives, validity and applicability of the results as well as other contextual characteristics. Findings of the paper reveal that application of NIC benchmarking needs clearly defined particular purpose and must be handled with a great caution.

Chinese scholars have not yet achieved consensus on the specific theories that should be part of a Chinese HRD theory base. A review of the Chinese HRD literature has identified four theory domains frequently mentioned as a possible foundation for the discipline: management, economics, sociology, and psychology/learning. Considering Swanson and Holton's (2009) argument that theory is important for any emergent discipline, the purpose of this paper is to help ignite the discussion on a theoretical foundation by going beyond the level of domains and proposing an initial core of theories for HRD in China. The proposed theories were chosen because of their fit with the four theory domains, with Deng Xiaoping's guidelines for the development of the Chinese economy and its human resources, and with the Chinese cultural context.

Purpose: This paper aims to explore the relationship between knowledge creation and intellectual capital (IC) through an empirical study in the pharmaceutical industry. In the current economy, knowledge and IC are considered as the most important organizational assets and are the key resources in gaining competitive advantage. Design/methodology/approach: This paper adopts the socialization, externalization, combination and internalization (SECI) model to examine the format of knowledge creation processes (KCP) and uses a model to demonstrate the relationship between KCP and IC and its components in the pharmaceutical industry. A valid instrument was adopted to collect the required data on KCP and and IC dimensions. Structural equation modeling was used to assess the measurement model and to test the research hypotheses using the data collected from 470 completed questionnaires. Findings: The results supported the research model and revealed that KCP has significant influence on the accumulation of human capital. The performance of human capital manifests significant impact on structural capital and relational capital. Practical limitations/implications: Given the strong association between KCP and IC, managers should define their own robust operations for knowledge creation to improve their IC accumulation. Originality/value: This research departs from the earlier research on KCP-IC by adopting the SECI model and a research model that facilitates the exploration of the relationship between KCP and IC dimensions in the pharmaceutical industry. The research results provided strong support for the KCP-IC relationship.

Purpose: The purpose of this paper is to propose an intelligent infrastructure for the reconciliation of knowledge management and e-collaboration systems. Design/Methodology/Approach:Literature on e-collaboration, information management, knowledge management, learning process, and intellectual capital is mobilised in order to build the conceptual framework. Findings: This paper presents a conceptual framework including a set of concepts and guidelines that can be used to specify an efficient knowledge infrastructure for networked enterprises. Research Limitations/Implications: Results from this study uphold the emerging research area of knowledge management in e-collaboration systems. The proposed framework derived purely from theory and conceptual analysis; more work needs to be done in order to validate and experiment with the framework. Future research remains be carried out to apply the framework on a broader scale, and in particular to determine its applicability relative to various collaboration patterns and current technology development. Practical Implications: Results from this study are important for networked enterprises, especially knowledge-intensive enterprises, who intend to build e-collaboration systems to organize their knowledge base and to share it with their partners. Originality/Value:This paper is one of the first to address collaborative knowledge management in e-collaboration systems with a focus on the promotion of learning process and the creation of intellectual capital. (Contains 10 figures.)

The conceptual categories that underlie the business analysis of intellectual capital are relevant to providing an explanation of school performance. By gathering data on student learning, this research provides empirical evidence for the use of school results as an accurate indicator of the effectiveness of the management of public education. This article concludes that schools are essentially knowledge-based organizations, but that is not enough for them to operate as effective learning organizations. (Contains 4 notes, 1 figure and 6 tables.)

Purpose: The concept of Safety Capital was developed by analyzing the creation and composition of the Intellectual Capital embedded in Occupational Health and Safety (OHS) systems. The paper aims to address this relationship. Design/methodology/approach: By drawing a theoretical link for the relationship between OHS activities and intellectual capital, guidelines for the management of organizational knowledge on OHS systems are outlined. Findings: The paper shows that occupational health and safety should be considered among the sources of intellectual capital of the firm. Originality/value: The theoretical framework is a potential guide for substantial improvement of advanced OSH management systems, a key element to visualize incentives to invest in safety and a powerful instrument for research in intellectual capital quantification. (Contains 1 note, 1 table, and 1 figure.)

Singapore has a high performing school system; its students top international tests in maths and science. Yet while the Singapore government cherishes its world class "brand", it realises that in a globally competitive world, its schools need to prepare students for the twenty-first-century knowledge-based economy (KBE). Accordingly, over the past 13 years, the government has been laying a policy platform conducive to innovative curricula and pedagogy. Despite the government's command and control ethos, and a history of school responsiveness to economic needs, schools have yet to undertake serious transformation in preparing students for the KBE. This article argues that the present focus on innovation in the curriculum, pedagogy and assessment needs to be accompanied by a simultaneous re-configuration in leadership and school organisation, thus generating school-wide transformation. It comprises three parts: the first maps the connectivity between the economic and education development of Singapore since 1965 to the present; the second outlines the human resource implications of KBEs for a twenty-first-century curriculum; and the third maps the transformation of school leadership and organisation that is needed if curricular and pedagogic innovations are to be successful. (Contains 1 figure and 1 table.)

This article offers a critical analysis of recent trends in educational policy with particular reference to their assumptions about the knowledge society. It examines the implications of the analysis for the issue of elitism and the promotion of greater educational equality. The article concludes by offering an alternative approach to educational policy based on a social realist theory of knowledge. (Contains 6 notes.)

Purpose: The purpose of this article is to examine the impact of the shift to a knowledge society, where information and communication technology (ICT) and the widening spread of internationally distributed information are creating a "skill revolution", as O'Hara suggests, there is a widening culture mismatch between what members of the knowledge society need to succeed and what current systems of higher education are geared to offer and to adequately prepare people and communities to thrive in the global knowledge society. Design/methodology/approach: For universities, as the scope and complexity of the actual business environment grows, the changing landscape of business education needs to come to terms with a developing global environment that has impacted on business, demographics and culture which demands a change in managerial skills to lead sustainable enterprise. Findings: Students need to master higher-order cognitive, affective, and social skills not central to mature industrial societies, but vital in a knowledge based economy that include "thriving on chaos" (making rapid decisions based on incomplete information to resolve novel situations); the ability to collaborate with a diverse team--face-to-face or across distance--to accomplish a task; creating, sharing, and mastering knowledge through filtering a sea of quasi-accurate information. Originality/value: These skills, according to Galerneau and Zibit, are "the skills for the twenty-first century", as they are "the skills that are necessary to succeed in an ever changing global society where communications is ubiquitous and instantaneous, and where software tools allow for a range of creative and collaborative options that yield new patterns and results that we are only beginning to see". (Contains 4 tables and 4 figures.)

Key knowledge management attributes of the world's most prestigious Anglo-American universities are surprisingly under-reported especially by best ranked USA institutions. This leads to calls for more transparency. (Contains 2 tables.)

In 1997, Singapore's Ministry of Education (MOE) committed itself to an ambitious program of pedagogical reform in Singaporean schools in anticipation of the kind of institutional challenges--particularly those in increasingly globalized labor markets--that young Singaporeans were likely to face in the coming decades. Since then, the Ministry has designed and implemented a series of initiatives that, the authors suggest, will go a considerable distance to achieve its objectives. These initiatives focus on substantial changes in the system of "instructional governance" in Singapore over the past decade, and efforts to change the pattern of classroom pedagogy. But while these represent a good start, the authors argue that these initiatives do not go quite far enough to close the gap between policy and practice. And while the improvement of classroom pedagogy in the long run will depend on the improvement of initial teacher education, it is also the case that, given what is known about the circumstances that optimize professional learning in both pre-service and in-service programs, the improvement of teacher education will depend substantially on the prior improvement of classroom pedagogy. How Singapore might escape this conundrum is the central focus of this paper. (Contains 4 tables, 2 figures, and 1 note.)

Purpose: The purpose of this article is to analyze the historical development of HRD knowledge. The analysis aims to use the qualitative research technique of text deconstruction on an important management text from the human relations phase of organization theory. Deconstruction is not a common method to HRD. In this paper, HRD scholars interested in how HRD knowledge and theories are created are given this tool to expose implicit assumptions. Design/methodology/approach: The article uses text deconstruction, based on Bradshaw. Findings: The deconstruction identified several beliefs that suggest that Roethlisberger was operating from a masculine epistemological perspective. Two clusters of findings emerged: one cluster revolved around the role of the researcher, and the other cluster revolved around the role of gender. Research limitations/implications: Postpositivist perspectives on knowledge generation and theory building in HRD are limited. Post-structural analyses need to be considered. Practical implications: The article exposes how a gendered history influenced HRD scholarship and practice, and provides suggestions for future scholarship and practice. Originality/value: Legitimizes text deconstruction as an integral research tool for HRD. (Contains 1 table.)

This article addresses the challenges that Garnett suggests face higher education through the lens of Bourdieu. In taking up the challenge set by Garnett for higher education in the knowledge economy and responding to its powerful and primary artefact--intellectual capital--the article reviews and uses the analytical tool of Bourdieu's practice in the context of work-based learning in higher education. The article suggests that the rivalry between the fields of higher education and employment weakens both in their attempt to appropriate values in a social field where intellectual capital is the main form of exchangeable capital. (Contains 7 notes.)

Purpose: In recent years a significant number of intellectual capital (IC) metrics has been developed and applied in many organizations. However, there is still a strong need to specify the relations among the different categories of intellectual assets that exist in the context of small to medium-sized enterprises (SME), and to determine the way these assets affect financial performance. This paper has a dual scope; first, to specify these relations, and, second, to explore the impact of IC on corporate performance. Design/methodology/approach: Hypotheses are tested through a survey conducted on Greek knowledge-intensive SMEs of the service sector. Firms' perceptions regarding intellectual capital categories, which were measured through the answers given on a structured questionnaire, and accounting data gathered from financial databases were combined. Findings: The findings indicate that the interaction of certain categories of intellectual assets in SMEs is in some aspects different from the pattern evidenced in other surveys that analyze large companies. Also, the empirical data provides supportive evidence that certain categories of intellectual capital positively contribute to corporate performance. (Contains 2 figures, 7 tables and 3 notes.)

Purpose: The paper seeks to develop a business model that shows the impact of operational knowledge assets on intellectual capital (IC) components and business performance and use the model to show how knowledge assets can be prioritized in driving resource allocation decisions. Design/methodology/approach: Quantitative data were collected from 84 high-tech federal contractors in the Washington DC metro area. Respondents in the target population were middle-level and operations managers of business sectors holding positions as presidents, vice-presidents, directors, engineering managers, operations managers, and analysts. Partial least squares (PLS) analysis was performed to develop a structural model between operational knowledge assets and IC components that maximizes explained variance for business performance. Operational assets were specified as formative constructs and IC and business performance were specified as reflective constructs. Findings: A parsimonious conceptually sound model with significant measured variables and path coefficients was developed that explains almost 40 percent of the variance in business performance. The model shows both the interrelationships between the IC components that drive performance and the operational assets as levers for each IC component, respectively. Research limitations/implications: The scope of the study was focused on the high-tech federal contractors in the USA. However, the model can be applied and tested in different industry sectors. This would provide evidence of the different operational knowledge assets used as levers in different industry sectors. Practical implications: Senior executives and chief financial officers in particular are constantly challenged with making the optimum investment decisions given their budget constraints. The model offers a tool for developing and evaluating different resource allocation decisions based on an organization's strategic intent. In addition, the model can be useful in evaluating merger and acquisition decisions. In evaluating target companies the model can be used to identify the core capabilities or competency areas that the target company is leveraging and assess the impact or integration potential for the acquiring company. Originality/value: This is the first study in the field of IC that has adopted the use of formative indicators in specifying operational knowledge asset constructs. Previous research has focused on developing models with the use of proxy measures as reflective indicators. Therefore the emphasis so far has been on scale development. The use of formative items in this study fills both the business need and theory gap to understand better the causal relationships that exist between work and knowledge assets. (Contains 7 tables and 7 figures.)

Purpose: Feedback learning transforms social knowledge into individual knowledge. In this process, tension arises because the current knowledge impedes the assimilation of new learning. Therefore, the feedback requires what Schumpeter refers to as "creative destruction": discarding, or at least setting aside, the institutional order to enact variations that allow intuitive insights and actions to surface and be pursued. This paper examines the relative importance and significance of "technological systems" on feedback and the effects on the creation of relational capital. Design/methodology/approach: In this paper, the literature is reviewed to identify relevant measures and present a structural equation model, which is validated through an empirical investigation of 151 SMEs in the Spanish technological and information systems sector. Findings: The results indicate that "the creative destruction" depends on the technology system of the company. Furthermore, if the creative destruction is a prior step in the feedback process, then the feedback process is influenced more by the creative destruction. Practical implications: The results indicate that despite the majority of companies having connections to the internet, managers do not know the potential business benefits of technology systems for their clients, individuals and teams, and ignore the problem of human integration. Originality/value: The findings are significant, since they introduce the traditional focus of a technology system at the feedback learning process. (Contains 5 tables and 1 figure.)

Purpose: The purpose of this paper is to develop propositions for empirical validation regarding appropriate management planning and control systems (MPACS) in knowledge-intensive organizations. Design/methodology/approach: The propositions were developed from interviews with members of a knowledge-intensive virtual organization that is known for its innovative practices regarding intellectual capital (IC) development and surveys from low to middle range managers, using a semi-structured questionnaire, from a variety of companies. Trends in responses permitted us to identify issues of importance in developing innovative MPACS for knowledge-intensive companies. Findings: The paper proposes that two variables, the level of IC intensity and the uncertainty of knowledge, are important for determining the degree of adaptive versus generative characteristics that an organization's MPACS should contain. Regarding IC, the paper further proposes that organizations must give careful thought to ensure that both adaptive and generative characteristics are aligned with four MPACS elements of focus, commitment, capability, and learning. Originality/value: As organizations develop programs to realize the potential from their intellectual capital, many fail to develop MPACS that are appropriate for knowledge-intensive environments. MPACS should support knowledge creation, as well as knowledge sharing, and contain elements of both adaptive and generative systems.

Permanent employment, typical of industrial societies and bolstered by numerous social guaranties, has been declining in the past 2 decades. There has been a steady expansion of various forms of contingent work. The decomposition of traditional work is a logical consequence of the characteristic patterns of the knowledge-based economy. According to the logic of information technology, changeable modules are key characteristics of production processes and economic organizations. Each module leads a life of its own, with infinite combinatory possibilities. As a consequence, static and "safe" economic arrangements are replaced by dynamic and uncertain institutions. Employees (except for key personnel) become interchangeable, disposable, recallable, and transferable. Consequently, the portfolio of workers' capabilities and knowledge should be adjusted to the requirements of changing workplaces. For companies, the return on investments in employees' knowledge is uncertain; thus, contingent workers have to undertake, at least partly, the responsibility and costs of their own training. (Contains 4 figures and 13 notes.)

This article defines management as a source of organizational competitive advantage and from the view that managers are some of the employees most vital to a firm. According to influential theories in the field of strategic management, such human assets should be protected, governed, and developed internally. In contrast to the traditional view of core competence, this article suggests that firms have to use external as well as internal resources to develop employees with unique and valuable capabilities and skills. The article makes the argument that a mix of internal and external developmental resources might be an important mechanism in the creation of management development as a dynamic capability or as a means to develop human assets that are one of the main sources of competitive advantage. (Contains 4 tables and 1 note.)

The paper reports on public sector organisations'/institutions' work to develop knowledge management and intellectual capital statements. Building on experiences collected during 2001-2002 where 26 public sector institutions in Denmark sought to develop intellectual capital statements, this paper discusses their experiences and in particular, it addresses the role of intellectual capital in relation to the development of the new public management philosophy. It is suggested that these public sector organisations use intellectual capital activity to promote themselves as "businesses" with their own strategies and modes of operations. Intellectual capital helps these firms differentiate themselves and develop their own strategic approach to their mode of functioning by showing how they function as enterprises.

The objective of this paper is to investigate if downsizing contributes to, or impedes, a firm's intellectual capital performance (ICE) based on a longitudinal analysis of 56 United States publicly listed companies that significantly downsized their workforce during the mid-1990s. Empirical analysis indicates that for the majority of firms, ICE consistently declined annually for the first 3 years, following downsizing with a moderate increase in the fourth year. Findings provide several interesting insights and conclusions. Most importantly, downsizing appears to have a negative impact on a firm's ICE following the reduction in workforce number. The impact of downsizing appears to be more significant amongst IC resource rather than traditional (physical capital) based firms. It is recommended that corporate directors and managers seek alternative strategies to address poor performance and competitive results than immediately downsizing their workforce as such action affects ICE.

In an evolving business environment characterised by globalisation and a challenging competitive paradigm, it is imperative for strategic management processes to focus on the financial perspectives of value and risk in intellectual capital to create sustainability in long-term value. This paper presents the key issues pertaining to the strategic management of value and risk in intellectual capital and presents some hypotheses for a strategic management framework based on identified underlying value-drivers, which in turn helps to focus and address the issue of risk management more adequately. The pervasive value-drivers in three intellectual capital-intensive sectors in Australia are identified from an analysis of case studies, then specified and extrapolated to provide implications for the strategic management of value and risk in the knowledge-based firms. The strategic management implications of these value-drivers are discussed and explained.

With knowledge management as the strategic intent and learning to learn as the strategic weapon, the current management focus is on how to leverage knowledge faster and better than competitors. Research demonstrates that it is the cultural mindset of the people in the organisation that primarily defines success in knowledge intensive organisations. This article highlights the importance of people management in the knowledge economy, explores major challenges to human resource management (HRM) in managing knowledge workers, and identifies some key HR strategies for effective people-centric partnership in knowledge management, namely, trusting HR philosophy, institutionalising learning to learn, and fine tuning HR systems in recruitment, retainment, performance and reward management of intellectual capital in a multi-national context. This article reflects the key themes from the author's recent book, Managing People in the New Economy, published by Sage.

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In the global economy, intellectual capital management is a strategically important resource that affects the market value of organizations. Efficient management of intellectual capital requires the use of new management methods and techniques. One of them is knowledge management, which, in particular, focuses on removing barriers to knowledge sharing. The survey was conducted among employees of the Glogow, Jawor and Trzebnica counties, and the results constitute a pilot study. The conclusions from the collected research results are surprising and imply the need to conduct research on a larger scale in the area of human capital. The collected results provide information to management staff in the field of talent management and knowledge. The results may constitute the basis for developing succession plans, succession plans and employee training. Additionally, the results can help recruiters create profiles of candidates with specific competencies. The main aim of the study was to analyse and evaluate the personnel management process in the Glogow, Jawor and Trzebnica poviats. The use of various research methods made it possible to achieve the intended research goals. The basic research tool used was a survey. Analyses of the literature, research reports, and statistical summaries were treated as a complement to the main research methods. Research and statistical data indicate that among smaller companies in Lower Silesia, there is a need for development programs related to acquiring, collecting, and sharing knowledge. The study identified a number of factors that constitute a significant barrier to the development of employees of the surveyed companies. They allowed us to verify the relationship between the factors that constitute the greatest barrier to the learning process and the impact of the company's size on it. The relationship between the barriers to intellectual development that constitute the greatest threat to the company and the factors that make it difficult for the company to recruit employees with the highest intellectual capital were also verified.

Introduction: Smart talent management means effective or intelligent management of human resources, which includes the knowledge capital of an organization and the ability to produce, maintain, store, transfer and use knowledge in support of the organization to achieve its goals and objectives. The problem of the current research is what are the different dimensions and aspects of smart talent management and how to successfully integrate talent management and knowledge management. Therefore, the purpose of the research was to identify the dimensions and components of Smart talent management in Iranian government organizations. Method: This research is practical in terms of its purpose and is considered as a mixed exploratory research. In the qualitative phase of this research, the theme analysis technique was used, and in the quantitative phase, the confirmatory factor analysis method and Smart PLS software were used. In the qualitative phase, in order to design the research model, a semi-structured interview was conducted with 31 academic and executive experts who were selected purposefully. In the quantitative stage, in order to confirm the validity of the model, 85 human resource managers in Ministry of Communications and Information Technology were consulted. The sampling method was a simple random type and the data collection tool was a questionnaire. Results: Based on findings, three categories of variables including guides, platforms and smart talent management measures were identified. Also, The findings of the quantitative section showed that the research variables are acceptable. Discussion: The results of the research showed that intelligent talent management is a complex and multidimensional phenomenon and has differences in nature from talent management. The most important difference is the dynamic nature of smart talent management (considering the relatively static nature of talent management), which is due to the integration with knowledge management and the use of its capacities. Also, using the smart talent management approach in government organizations can bring many short-term and long-term effects and improve the quality level of human capital. [ABSTRACT FROM AUTHOR]

Objective: To establish a thematic proposal for the management of knowledge of small-scale agricultural producers (peasants) and the strengthening of rural economic units in the state of Querétaro, to energize the social fabric and improve the quality of life of the rural population. Design/methodology/approach: A bibliometric study of the scientific production on peasant knowledge in Mexico was carried out, as well as an observational analysis focused on specific and general problems. According to the information obtained and the problems detected, three areas for knowledge management were established: technical-productive, managerial and entrepreneurial. Results: In the technical-productive area, training in good agricultural practices should be addressed, along with technological innovation and the generation of added value. In the management area, issues related with strategic management with a broad entrepreneurial vision that could help create strategies for agribusiness development. Concerning entrepreneurship, the internal and external factors of the environment stand out, which allow awakening their interest, encouraging leadership and direction for business development, in addition to promoting associativity in farming regions. The implementation of the topics proposed in the research will strengthen and boost small-scale agricultural production in the state of Querétaro. Limitations on study/implications: This study can serve as a reference for small-scale agricultural producers (peasant). Findings/conclusions: There is a great opportunity through knowledge management to increase the capacities, knowledge and skills of small-scale agricultural producers (peasants) in the state of Querétaro regarding technical-productive, managerial and entrepreneurial themes, which will generate economic, social and environmental impacts for the benefit of this rural sector. [ABSTRACT FROM AUTHOR]

Higher education involves various kinds of science that develops and produces reliable human resources in the field of science. Higher education performance is primarily determined by the leadership’s ability to manage knowledge-based strategic assets, namely intellectual capital. This research designs all elements that form intellectual capital, such as human capital, structural capital, and relational capital, in one model according to their organizational function. The research aims to optimize the role of intellectual capital as a strategic asset for higher education to improve organizational performance. This is a survey research, where data were obtained by distributing questionnaires to higher education leaders in Surabaya, both State Higher Education (SHE) and Private Higher Education (PHE). The research produced a model for managing intellectual capital, where human capital and structural capital are independent variables for higher education performance. In contrast, relational capital is a mediator for both. The research results can guide higher education leaders in managing intellectual capital as a strategic asset determining organizational performance. [ABSTRACT FROM AUTHOR]

In the era of globalization and increasingly fierce competition, companies need to be able to manage and utilize the knowledge possessed by their employees effectively, This type of research is descriptive quantitative. the population is employees with the staff/supervisor level of Korean Multinational Company in Indonesia, totaling 80 employees. While the sample taken in this study were employees with the staff/supervisor level at Multinational companies from South Korea in Indonesia, namely 80 people. The sampling method in this study was nonprobability sampling, with the data collection instrument using a questionnaire. Data analysis in this study used the Partial Least Square (PLS) approach, namely Structural Equation Modeling (SEM). With the results that leadership has no influence on knowledge management, leadership has an influence on organizational performance, organizational culture has an influence on knowledge management, organizational culture has an influence on organizational performance, organizational structure has an influence on knowledge management, organizational structure has an influence on organizational performance, knowledge management has no influence on organizational performance, knowledge management has an influence on human capital, Human Capital is not able to mediate the influence of knowledge management on organizational performance. So it is recommended for companies to be able to provide more training or insight related to the importance of the role of knowledge management, so that employees can truly apply and implement knowledge management in their daily work. [ABSTRACT FROM AUTHOR]

In the global economy, intellectual capital management is a strategically important resource that affects the market value of organizations. Efficient management of intellectual capital requires the use of new management methods and techniques. One of them is knowledge management, which, in particular, focuses on removing barriers to knowledge sharing. The survey was conducted among employees of the Glogow, Jawor and Trzebnica counties, and the results constitute a pilot study. The conclusions from the collected research results are surprising and imply the need to conduct research on a larger scale in the area of human capital. The collected results provide information to management staff in the field of talent management and knowledge. The results may constitute the basis for developing succession plans, succession plans and employee training. Additionally, the results can help recruiters create profiles of candidates with specific competencies. The main aim of the study was to analyse and evaluate the personnel management process in the Glogow, Jawor and Trzebnica poviats. The use of various research methods made it possible to achieve the intended research goals. The basic research tool used was a survey. Analyses of the literature, research reports, and statistical summaries were treated as a complement to the main research methods. Research and statistical data indicate that among smaller companies in Lower Silesia, there is a need for development programs related to acquiring, collecting, and sharing knowledge. The study identified a number of factors that constitute a significant barrier to the development of employees of the surveyed companies. They allowed us to verify the relationship between the factors that constitute the greatest barrier to the learning process and the impact of the company's size on it. The relationship between the barriers to intellectual development that constitute the greatest threat to the company and the factors that make it difficult for the company to recruit employees with the highest intellectual capital were also verified. [ABSTRACT FROM AUTHOR]

Since there is no clarity on how the elements that make up knowledge management are related in the context of the solidarity economy in Latin America, the objective of the article is to analyze the interaction between the dimensions of knowledge management in savings and credit cooperatives from Barranquilla (Colombia). For this, a positivist, explanatory, cross-sectional, non-experimental, and field study was developed in the entire population. As an instrument, a Likert-type ordinal scale questionnaire was used, with five response options and a reliability of 0.95. The principal component analysis (factorial analysis) was used as a statistical tool. The results highlight that human capital presents significant burdens, both in the organizational learning factor and in that of intellectual capital; thus explaining 62.9% of knowledge management in this type of organization. Which suggests a link between both factors mediated by individuals, thus contributing to the transformation of tacit to explicit knowledge. Likewise, it is observed that managers assign greater value to technologies when they are integrated into structural capital in the form of support systems. It is concluded that, in the context of the companies studied, organizational learning constitutes a natural and systematized process that differs from KM, when leaders assume responsibility for action. [ABSTRACT FROM AUTHOR]

This study involved 51 Chinese universities from the Quacquarelli Symonds (QS) World University Ranking 2021. With based the resource-based view (RBV) as a framework, it aimed to identify the determinants of human resource capital that were related to universities' production of MOOCs. Three determinants were detected--size, lifelong learning, and proximity to the political centre. Both size and proximity to the political centre proved to be significant. The findings provide timely implications for university managers and suggest that the variety of management spaces be expanded to increase the portfolio of high-quality Chinese universities that facilitate the production of MOOCs. In addition, universities should increase their proximity awareness to remedy the disadvantages of uneven resource allocation due to geographical proximity. [ABSTRACT FROM AUTHOR]