Carla Curado

The knowledge-based view of the firm and its theoretical precursor

The knowledge-based view of the firm is a recent extension of the Resource-Based View (RBV) of the firm and provides a strong theoretical underpinning for the organisation learning and intellectual capital researchers. Knowledge is considered to be a special strategic resource that does not depreciate in the way traditional economic productive factors do. The nature of most knowledge-based resources is mainly intangible and dynamic, allowing for idiosyncratic development through path dependency and causal ambiguity, which are the basis of the mechanism for economic rent creation in the Knowledge-Based View (KBV) of the firm. Future implications that emerge from these characteristics as they relate to learning organisations are presented at the end of the paper.

Perceptions of knowledge management and intellectual capital in the banking industry

Purpose – The purpose of this paper is to capture the perceptions of knowledge management and intellectual capital in the banking industry. The reason for developing such a study is that little research has clearly addressed both subjects at the same time. After verifying that knowledge management and intellectual capital are identified as different concepts in the banking industry, the final aim of the paper is to identify the relevancy and perceived value of such organizational variables in the banks.Design/methodology/approach – This research paper follows a qualitative approach and considers two different knowledge management strategies: exploitation and exploration and three different intellectual capital components: human capital, internal structures and external structures. The paper develops and analyses several interviews in the banking industry at top management level across different banks.Findings – This study led to some interesting findings, allowing verification of most of the theoretical k...

Intellectual capital disclosure payback

Purpose – The purpose of this paper is to propose an integrated framework for intellectual capital disclosure.Design/methodology/approach – The measure, manage and report intellectual capital (MMRIC) methodology is a six‐step process that will enable firms to more accurately describe their intangible assets.Findings – The proposed step‐by‐step process also complements the exploration‐exploitation tension that is highlighted in the knowledge management literature.Research limitations/implications – This paper provides academic researchers with a comprehensive framework that can be utilized for future empirical studies related to intellectual capital disclosure.Practical implications – The MMRIC process is a very useful tool for practitioners in that it provides a sequential system that can be followed for intellectual capital disclosure.Social implications – Society at large benefits when corporate entities help to reduce risk and volatile market fluctuations by reducing information asymmetry with more com...

Organisational learning and organisational design

Purpose – The purpose of this paper is to explore a new idea presenting the possible relationship between organisational learning and organisational design.Design/methodology/approach – The establishment of this relation is based upon extensive literature review.Findings – Organisational learning theory has been used to understand several organisational phenomena, like resources and competencies, tacit knowledge or the role of memory in the organisation; however, it is difficult to identify fits and consequent misfits between organisational learning and the organisational design.Research limitations/implications – This is a theoretical paper, so there is a possible limitation, regarding the lack of empirical support.Practical implications – At the end of the paper a number of recommendations regarding the organisational design are suggested, in order to promote organisational learning in the firms.Originality/value – This paper identifies some links between organisational learning and organisational desig...

Managing intellectual capital: the MIC matrix

Knowledge assets represent a special set of resources for a firm and as such, their management is of great importance to academics and managers. The purpose of this paper is to review the literature as it pertains to knowledge assets and provide a suggested model for intellectual capital management that can be of benefit to both academics and practitioners. In doing so, a set of research propositions are suggested to provide guidance for future research.

Parallels in knowledge cycles

Knowledge management as an academic discipline is realizing phenomenal growth and international acceptance. However, there still exists no universally accepted framework or model. This paper reviews three of the most well known KM models from similar epistemological and ontological views. The three models reviewed are: Nonakas SECI (Japan), Marchs Ex-Ex (USA) and Boisots I-space (Europe). A number of recommendations for future research based on the similarities and differences among these models pertaining to knowledge management are presented.

Knowledge Transfer and Innovation in Brazilian Multinational Companies

The article analyzes how innovation generation occurs in subsidiaries of Brazilian multinational corporations acting in Portugal, specifically the role of customers in the process and the knowledge dynamics. A multiple case study approach was conducted in four subsidiaries operating in the Portuguese market for at least one year. Firms came from different activity sectors and sizes. Results identify permanent knowledge exchange flows between subsidiaries and headquarters, while the largest pour is from the later ones (in Brazil) to their wings in Portugal. There are frequent innovations taking place in Portuguese subsidiaries. Such innovation processes are typically incremental in nature and occur predominantly in only some areas of the organization, where greater specialization and expertise are located. The most relevant results regard the existing strong interaction between subsidiaries and markets, especially with the larger customers that contribute with suggestions and are able to influence the new products creation in the subsidiaries.

Using alternative scales to measure knowledge sharing behavior

Knowledge sharing behavior influences innovation partially mediated by absorptive capacity.The use of different knowledge sharing behavior scales had no effect on the results.Respondents share knowledge, but are not responsible for leveraging knowledge sharing.Employees seem to engage more in knowledge sharing participation than in knowledge sharing conduction.Tacit knowledge is more widely shared than explicit knowledge. This study addresses the relationship between knowledge sharing behavior (KSB), innovation (IN) and the mediating effect of absorptive capacity (AC), using alternative scales to measure KSB. The study is original because it uses two different scales to measure KSB. One KSB scale relates to the epistemological aspect of knowledge sharing: tacit and explicit. The other scale regards the involvement of the individual in KSB: conducting and participating. Data were collected from information technology organizations, involving 248 employees, working in teams. Structural Equation Modeling was used to test the hypotheses. The results suggest that KSB influences IN and that that influence is partially mediated by AC. The use of different KSB scales had no effect on the results, which indicates the presence of the relationship regardless of the way in which the construct is operationalised. Employees seem to engage more in knowledge sharing participation than in knowledge sharing conduction. The findings also indicate that tacit knowledge is more widely shared than explicit knowledge.

Training evaluation levels and ROI: the case of a small logistics company

Purpose – This study’s purpose is to contribute to literature on training evaluation following Kirkpatrick’s four-levels model and estimating each training program’s return on investment (ROI) using evidence from a small firm. Design/methodology/approach – This case study uses data collected at a logistics company based upon training output indicators like training program evaluation data; individual performance evaluation reports; information on attained objectives; service and productivity levels; quality audit reports; and accounting data. Findings – Results show that all the training programs addressed report evaluation procedures at the four different levels (reactions, learning, behavior and results). ROI for each training program was estimated based upon costs and benefits associated to each program. The two training programs presenting above-average returns address work quality and conditions. The program addressing corporate social responsibility issues produced below-average results. Research li...

Pushing the boundaries on mentoring: Can mentoring be a knowledge tool?

Easy access to organizational knowledge is fundamental in dynamic environments that demand continuous firm adaptation. In that scenario we believe that mentors have a key role as access facilitators to knowledge in the change periods. We have developed this study aiming to explore the role and importance of mentors as knowledge access facilitators. We have approached that role in two different ways. We set apart the knowledge base in two categories: Information centers and organizational memory, accepting that mentors act differently accordingly. Based on the literature reviewed we were able to stage a three‐dimensional theoretical setting (mentoring, knowledge, and change) and produce three research questions. We have addressed these research questions using an exploratory qualitative approach to five different firms from three industries apart. This study contributes to the literature at least in two ways. Firstly, it connects the mentor figure to the knowledge bases access, exposing the importance of the mentor as a knowledge access facilitator during change periods. Secondly, by categorizing the knowledge base in two different ways, we are able to explicitly differentiate mentor roles accordingly.