Abstract
There is a wide range of strategies to improve intangible assets management but practical side around two case studies is the main added value for this chapter. For this reason, the purpose is not about a model configuration but CoPs as a useful mechanism to knowledge governance. First of all, a reality based on consultancy activity inside military sector, Isdefe, with a three years project aimed to knowledge management as a core business plan, taking into account a technological development. Secondly, a framework related to nuclear power plants in Spain through “CoPs Project” an initiative aimed to improve organizational performance linked to tacit knowledge transfer.
TopIntangible Assets As Organizational Drivers
Strategic role for intangibles is only a valid approach if organization considers knowledge as an asset, putting into practice a leadership, culture and actions to create, develop and manage it.
In this context, 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.
Key Terms in this Chapter
Knowledge Governance: Creation, development and management of knowledge.
Core Competences: Sources of expert knowledge.
Communities of Practice (CoPs): Tools for knowledge governance, mainly related to sharing strategies.
Intellectual Capital: Identification and measurement of intangible assets.
Organizational learning: Formal scope to improve knowledge flows inside organization.
Intangible Assets: Non physical resources what providing value to organizations.
Organizational Intelligence: Systems to capture external information about strategic areas.