Special Issue: Knowledge Management - Current Trends and Challenges, 2017, vol. 13, issue 3

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    Creating Intangible Value through a Corporate Employee Portal
    (Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione" / Wyższa Szkoła Biznesu - National Louis Univeristy, 2017) Mendes, David; Gomes, Jorge; Romao, Mário
    Organizations create competitive advantage by creating more economic value than their rivals. Increasing business competition and information technology development have both led to huge corporate organizational changes and have raised the importance of intangible assets along the value chain. Value creation and the success of organizations increasingly depends on the leverage of knowledge available internally, as nowadays it has become essential to understand employee portals’ business value and to build adequate change management programmes. The Balanced Scorecard (BSC) and Strategy Map (SM) show an organization’s objectives, how they are achieved, and the link between the goals of the various sub-units and how these act together to produce the overall results. BSC and SM clarify how intangible assets are aligned with strategy, to create value for the organization. However, the concerns related to change management seem not to have been properly addressed. To conveniently deal with these matters, the authors propose a framework to map the cause-effect relationships that generates business value, as well as provides top management and decision makers with the information needed for a suitable top-down commitment and sponsorship, which is essential to bring about the appropriate change management and benefits’ realization. SM and Benefits Dependency Network (BDN) were combined, resulting in a suitable framework to help organizations enhance their knowledge, mitigating the risk of investment failure or misuse, and a timely contribution to capture more value from investments in intangible assets. The developed framework helps organizations address their concerns related to value creation and change management, and it has been applied to this Employee Portal case study. This case study allows us to conclude that, although the promotion of organizational culture and corporate alignment are not usually frequent goals of organizations, and do not motivate investments in the development of employee portals, they are generally recognised as being essential tools for decision-making and value creation.
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    The KM Times They Are A-Changin’
    (Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione" / Wyższa Szkoła Biznesu - National Louis Univeristy, 2017) Handzic, Meliha
    This paper traces the changes in the development of the field of knowledge management (KM) over time, through a review of the representative literature and the author’s own research. The paper starts by going back to the origins of KM and reflects on three significant evolutionary stages termed fragmentation, integration and fusion. Following these reflections on the KM past, the paper speculates on the possible KM future. It identifies three emerging trends named extension, specialization and reconceptualization that point to several possible KM futures. The first two involve decentralisation and regeneration of prior KM interpretations, while the third trend signals a revolutionary next KM generation. Irrespective of the direction it may take, the evidence presented in this paper suggests that KM has a future, although it may not be without challenges.
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    The Role of Organizational Culture in Knowledge Management in Small Companies
    (Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione" / Wyższa Szkoła Biznesu - National Louis Univeristy, 2017) Prystupa, Kaja
    Organizational culture is an important factor influencing knowledge management processes in small companies. Small entities usually have limited resources, both human and financial, to be able to develop advanced knowledge management systems. However, little research has been done so far to investigate the characteristics of organizational culture in small companies, in terms of knowledge management processes. Therefore, the aim of this research is the examination of organizational culture in small Polish companies with the application of a symbolic-interpretive perspective.