Model on Knowledge-Governance: Collaboration Focus and Communities of Practice

Model on Knowledge-Governance: Collaboration Focus and Communities of Practice

Eduardo Bueno Campos (University of Madrid, Spain)
DOI: 10.4018/978-1-60566-070-7.ch006
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Abstract

The aim of this chapter is to deepen the concept of ‘Communities of Practice’ (CoPs) from the understanding of a reference framework for knowledge governance, stressing the grey area which distinguishes such governance from the traditional term ‘Knowledge Management,’ since knowledge governance means not just the management of such assets but also their creation and development, which generates a richer and more appropriate meaning or sense. Without entering into exhaustive referential analyses, we attempt to offer the reader a practical approach which allows structuring an action plan that, in this case, will be explicated for the field of CoPs. Identification and measurement of assets based on information and knowledge and the processes carried out towards its improvement create the convergence of the dynamic of intellectual capital and the afore-mentioned knowledge governance as complementary subjects for an appropriate exploitation and monitoring of the impact which the organizational fostering of this strategic-reality has on business.
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Valuation Of Organizational Intangible Assets

The strategic approach of businesses in the current economy has an important part related with certain support processes linked to analysis tasks corresponding to dynamic processes of decision making, as an attempt to diminish the risks inherent to such processes. In this sense, such argument on intelligent or learning-capable organizations (Senge, 1990) gains a high value for the extraction of information and the creation of both appropriate internal and external knowledge.

This approach insists on the importance of basic resources for strategic management focused on the couple information-knowledge (Itami, 1987; Vassiliadis et al., 2000) and on derived individual and organizational learning. In this case, corporative philosophy should create the necessary atmosphere to recognize the value of intangible assets, very close to the understanding of the theory of resources and abilities, which does not only take into account those resources related with the tangible field but also those linked to non-physical elements located in the organizational ‘roots’ (1).

Obviously, it arises a requirement around a model or scheme of analysis; firstly, for the identification and measurement of such typology of assets, and also to facilitate a structured framework of reflection and analysis, an area covered by the intellectual-capital approach (Itami & Roehl, 1991; Grant, 1991; Bontis, 1999; Bueno & Salmador, 2000; Ordoñez, 2000).

This thematic area of intangible assets —which we could qualify as emerging if study cases are observed, although it is has been historically tackled in organizational literature within the field of the theory of resources and abilities (Wernerfelt, 1984; Barney, 1991; Grant, 1991; Peteraf, 1993)— had already collected, in different ways, contributions which helped to the valuation of non-tangible assets.

The basic models of intellectual capital (2) are generally structured by three basic components (IADE-CIC, 2003). Firstly, human capital —where attitudes, competency and abilities are analysed developing a profile to identify and measure knowledge from an individual viewpoint. On the other hand, structural capital (3) —responsible for knowledge diagnosis of organizational nature (Nonaka & Takeuchi, 1995; Brown & Duguid, 1991 and 1998; Teece, 1998 and 2000; Nonaka et2000 al., 2000; Tsoukas & Vladimirou, 2001) — considers aspects such as organizational design, reported culture and processes, and also a technology reality related with efforts in I+D such as tools and results which facilitate and make knowledge tangible (Brooking, 1996).

Finally, relational capital —which is explained by knowledge and information flows derived from the framework of alliances directly related with business processes (customers, suppliers, etc.) or involved with the social environment (4) (Nahapiet & Ghosal, 1996).

However, measurement only lacks of sense without a sustainable exertion allowing the analysis of different initiatives developed to improve the stock of intellectual capital. Such initiatives are processes related with the idea of ‘knowledge in action’ (Davenport & Prusak, 1998), creating a requirement of a holistic model integrating different alternatives and options, and also avoiding the common error linked to the consideration of strategic plans for knowledge governance or management just as a mere accumulations of initiatives. This accumulative approach creates difficulty and complexity in understanding certain dimensions and interactions among assets, generates chaos and includes contradictions among different programmes.

The result of such intellectual capital is centred on a ‘photograph’ (Bontis, 1999) as a traditional balance showing the status of the basic intangible assets identified by the organization; however, this approach may present a double objective —that is, the improvement of internal management and external communication through the information for stakeholders about a more complete organizational reality (5).

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Editorial Advisory Board
Table of Contents
Knowledge Management and Virtual Organizations
Chapter 1
Fernando Garrigos
This chapter presents the interrelationships between professional virtual communities and social networks, and analyzes how, and in what ways, these... Sample PDF
Interrelationships Between Professional Virtual Communities and Social Networks, and the Importance of Virtual Communities in Creating and Sharing Knowledge
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Chapter 2
Luis V. Casaló
The rapid growth of virtual communities has created a new interest in researchers. Indeed, understanding these communities is especially relevant... Sample PDF
The Role of Trust, Satisfaction, and Communication in the Development of Participation in Virtual Communities
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Chapter 3
Cesar Camison
Organisations are finding it more difficult to keep abreast with the pace of change. The continuous rise of business opportunities and the increase... Sample PDF
Can Virtual Networks Encourage Knowledge Absorptive Capacity?
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Chapter 4
Montserrat Boronat Navarro
In this study we adopt an inter-organizational view to examine virtual organizations. Thus, we understand this phenomenon as a strategic agreement... Sample PDF
Knowledge Integration Through Inter-Organizational Virtual Organizations
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Chapter 5
Mark E. Nissen
In today’s increasingly networked world of organizational practice, information and computer technologies are enabling people and organizations to... Sample PDF
Visualizing Knowledge Networks and Flows to Enhance Organizational Metacognition in Virtual Organizations
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Chapter 6
Eduardo Bueno Campos
The aim of this chapter is to deepen the concept of ‘Communities of Practice’ (CoPs) from the understanding of a reference framework for knowledge... Sample PDF
Model on Knowledge-Governance: Collaboration Focus and Communities of Practice
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Chapter 7
Josep Capó-Vicedo
This chapter highlights the necessity of establishing relationships with other companies and external agents in order to empower the creation and... Sample PDF
Knowledge Management in SMEs Clusters
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Chapter 8
Raquel Sanchis
This chapter presents a general overview of the relationships between information and communications technologies (ITCs) and the process of... Sample PDF
Tools for Supporting Knowledge Management: Knowledge Internalization Through E-Learning
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Chapter 9
Cesar Camison, Carlos Devece, Daniel Palacios, Carles Camisón-Haba
In this chapter we describe a practical tool useful to managing knowledge in the firm. It has already been introduced and tested in several firms... Sample PDF
The Value of Virtual Networks for Knowledge Management: A Tool for Practical Development
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Chapter 10
M. Eugenia Fabra, Cesar Camison
Companies are increasingly conscious of the fact that the achieving of their objectives, together with the improvement of their competitive... Sample PDF
Human Capital and E-Learning: Developing Knowledge Through Virtual Networks
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Chapter 11
Júlio Da Costa Mendes
This chapter looks to analyse new paradigms in the relationship between public and private organisations towards tourism destinations. It proposes... Sample PDF
The Development of Knowledge and Information Networks in Tourism Destinations
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Chapter 12
E. Claver-Cortés
Government agencies are being pressed to become more efficient. For this reason, e-government strategies result from the expectations from society... Sample PDF
E-Government Challenges: Barriers and Facilitators in Spanish City Councils
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Chapter 13
Hindupur Ramakrishna
The chapter presents a conceptual framework that identifies technological and organizational factors that impact the success of business analytics... Sample PDF
Business Analytics Success: A Conceptual Framework and an Application to Virtual Organizing
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Chapter 14
Andrew Targowski
This chapter provides theoretical analysis and synthesis of how computer applications are applied in problem-solving and decision-making in practice... Sample PDF
The Evolution from Data to Wisdom in Decision-Making at the Level of Real and Virtual Networks
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Chapter 15
Editor Conclusions  (pages 278-279)
Cesar Camison
The study of virtual organizations encompasses several research fields, and the variables involved in each of them are sometimes closely related.... Sample PDF
Editor Conclusions
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Chapter 16
Andrew P. Sage, Cynthia T. Small
This chapter describes a complex adaptive systems (CAS)-based enterprise knowledge-sharing (KnS) model. The CAS-based enterprise KnS model consists... Sample PDF
A Complex Adaptive Systems-Based Enterprise Knowledge Sharing Model
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Chapter 17
James G. Williams, Kai A. Olsen
The Telecommunications Act of 1996 opened competition in the telecommunications market in the U.S. and forced the incumbent telecommunications... Sample PDF
Developing a Telecommunication Operation Support Systems (OSS): The Impact of a Change in Network Technology
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Chapter 18
Tor Guimaraes
Emerging agent-based systems offer new means of effectively addressing complex decision processes and enabling solutions to business requirements... Sample PDF
Enabling the Virtual Organization with Agent Technology
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Chapter 19
Jens Gammelgaard
In geographically dispersed organizations, like multinational corporations (MNCs), contextual gaps exist between senders and receivers of knowledge.... Sample PDF
Virtual Communities of Practice: A Mechanism for Efficient Knowledge Retrieval in MNCs
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