Constantin Bratianu

The entropic intellectual capital model

The purpose of this paper is to develop a strategic perspective of the organisational intellectual capital through a shift from the static, dynamic, and evolving intellectual capital paradigms to a strategic intellectual capital paradigm. We introduce the entropic intellectual capital model based on a new conceptual framework. The main features of this new model are: intellectual capital is a result of the dynamics of the cognitive, emotional, and spiritual knowledge fields; intellectual capital potential can be transformed into operational intellectual capital through the work of integrators; dynamic capabilities contribute to the renewal of the potential intellectual capital through innovation and learning; and leadership vision is the entropic driving force of strategy elaboration and implementation.

A factorial analysis of the managerial linear thinking model

The paper outlines the factors of managerial linear thinking, by analysing data from a survey on 400 master students in Business and Economics. Managerial thinking is considered as a continuum between linear and non-linear thinking patterns. Starting from the distinction between linear and non-linear thinking patterns in managerial decisions, which explains the choice of the sample, we prove the pre-eminence of linear vs. non-linear thinking, in the considered population, and find out independent factors explaining this latent model, of linear thinking. The results and conclusions of the analysis signal which factors should normally occur in managerial thinking, as markers of the intrinsic linearity of some of the processes we come across.

Knowledge strategy planning: an integrated approach to manage uncertainty, turbulence, and dynamics

Purpose Knowledge strategy and its planning are affected by uncertainty and environmental turbulence. This paper aims to discuss these issues and present knowledge strategy planning as an integrated approach for facing these conditions. Design/methodology/approach Based on an extensive survey and an original re-elaboration of the literature, the paper addresses these research questions: What is the meaning of knowledge strategy, and how can it be related to concepts such as strategic thinking, business strategy and knowledge management (KM) in organizations? What are the limitations of a pure rational approach to knowledge strategy in turbulent environments and under uncertainty? and What approaches can be consequently proposed to formulate knowledge strategies? Findings The study provides a critical reading of the current literature. Also, it proposes an integrated approach that sees planning as a continuous effort of learning and adaptation to needs and opportunities that dynamically emerge from daily practices. Research limitations/implications The proposed framework can inspire a new research agenda to detect how knowledge strategies are planned in companies and how they are continuously adapted on the basis of a dialog between rational contributions and perceptions of reality, practical views, intuitions and emotions. This can also inspire a new agenda for company strategists and KM professionals. Originality/value In the literature, little attention has been devoted to knowledge strategy planning. The paper contributes to fill this gap and proposes a new way to see knowledge strategy as an integration of rational thinking and dynamic learning.

Integrators for organisational intellectual capital

The purpose of this paper is to analyse the organisational intellectual capital as an integral result of a generative process. The dynamics of this process is based on some core integrators. Each integrator acts on some constitutive organisational elements and by combining those produces a result whose magnitude is larger than the sum of individual contributions. The resultant organisational intellectual capital is not exactly a multiplier of these basic individual components since tacit and explicit knowledge have a non-linear nature and they cannot be combined based on linear laws. We are going to analyse the following organisational integrators: technology and its associated processes, management and leadership, vision and mission, and organisational culture.

Strategies to enhance intergenerational learning and reducing knowledge loss

Purpose – The purpose of this paper is to identify and analyze the main strategies used in organizations to enhance intergenerational learning (IGL) and reduce knowledge loss. The emphasis is on universities that have an age layered or nested structure. Design/methodology/approach – The research is based on an integrated approach of literature search, content analysis, survey based on interviews and questionnaires and the analytic hierarchy process method. The research questions are as follows: What is the level of awareness in organizations about knowledge loss and the role of IGL in reducing its consequences? What kind of organizational structure is adequate for promoting IGL? What are the most suitable strategies for enhancing IGL and reducing knowledge loss? Findings – Universities have a nested generational structure, which makes them adequate for IGL. The most used strategies for enhancing IGL are mentoring, intergenerational research teams and intergenerational creativity workshops. Research limita...

The Multifield Structure of Organizational Knowledge

The purpose of this chapter is to present a coherent analysis of the multifield structure of organizational knowledge. This new analysis goes beyond the metaphor of knowledge as stuff, or knowledge as stocks and flows, to the metaphor of knowledge as energy. The organizational knowledge is considered as a dynamic integration of the cognitive knowledge field, emotional knowledge field, and spiritual knowledge field. The chapter evidences the main characteristics of these fields and then describes the multiple forms of knowledge. Cognitive knowledge, emotional knowledge, and spiritual knowledge constitute the fundamental triple helix of the organizational knowledge field. The chapter advances the hypothesis of knowledge transformation from one form into another one, especially cognitive knowledge transformation into emotional knowledge, and of the emotional knowledge into the cognitive knowledge.

Students’ perception on developing conceptual generic skills for business: A knowledge-based approach

Purpose The classical approach of teaching and learning mostly based on knowledge transfer is questionable as knowledge life cycle is shortening and new type of jobs appear every day with new knowledge request. In this vein, the purpose of this paper is to investigate how to switch the focus from learning knowledge to learning generic skills liable to help future professionals to think and learn by doing. Design/methodology/approach The research is based on a 30-item questionnaire that was addressed to over 500 students involved in management and business undergraduate and graduate programs from two well-reputed Romanian universities. Three hundred and forty questionnaires were filled in and processed using SPSS, version 19. Additionally, a factorial analysis was performed, with a view to extract the most important factors that are involved in developing generic skills in university programs. Findings Results demonstrate that most of the students from the undergraduate programs prefer the classical approach – less implication and responsibility in doing a harder conceptual work – while most students from the master programs are open to the new perspective of learning to learn, namely, to developing generic skills. Research limitations/implications In the new turbulent business landscape, universities face a significant change in teaching their students. Although the research adds to the value of the extant literature on generic skills (also known as core skills), it is mainly focused on a Romanian sample, thus reflecting a context-based perspective. Originality/value The current study provides a preliminary insight into the perception of Romanian students about developing generic skills and into their readiness to assume the role of main actors in the learning process.

The Emergence of Knowledge Management

The purpose of this chapter is to show that knowledge management emerged as a necessity in the post-industrial society and the new knowledge economy. Instead of starting from defining knowledge management and describing its functions to create a prescriptive framework, the chapter begins with the broad picture of the changes in the structure of economy and in its critical assets. These changes produced a new type of economy where scarcity of tangible resources has been replaced by the affluence of intangible resources, and the economic theories of resource optimization and profit maximization have been aligned to knowledge creation and business sustainability. The engine of knowledge economy is the knowledge-based organization, where the pressure of efficiency and productivity should be relaxed. Instead, there is a need to develop new metrics able to measure the quality of knowledge and to evaluate the contribution of organizational learning to the firm’s performance. Finally, the chapter presents the new attributes of knowledge workers and knowledge processes. Knowledge creation, acquisition, storing and retrieving, sharing and distribution, transformation and use become the components of knowledge management. Since knowledge and its functions constitute strategic resources, knowledge management bridges the gap between operational management and strategic management.

Generic Knowledge Strategies

The purpose of this chapter is to introduce generic knowledge strategies, which aim at increasing the level of organizational knowledge and creating the intangible infrastructure for company strategies and achieving competitive advantage. The main characteristic of these generic strategies is that they can be developed in any organization although their success is related to a specific organizational context and a given business environment. The ontology of these generic strategies comes from the equilibrium dynamics of organizational knowledge and the correlation with the known-unknowns matrix. The generic knowledge strategies presented in this chapter are the following: exploitation strategies, acquisition strategies, sharing strategies and exploration or knowledge creation strategies. Exploitation knowledge strategies are designed in a similar way to low cost business strategies and efficiency models. This is a consequence of the fact that managers know what they know, which means that they know very well their intangible resources. Acquisition knowledge strategies are designed as a result of the identification of a strategic knowledge gap. Sharing knowledge strategies are specific for knowledge management and they contribute to increase the level of organizational knowledge by its diffusion within the whole organization. Exploration knowledge strategies focus on knowledge creation and on feeding the innovation process.

The Crazy New World of the Sharing Economy

The purpose of this chapter is to explore the new ideas promoted by the sharing economy and to explain the novel business models operating in today’s turbulent economic environment. Sharing economy departs from the existing economic structures and focuses on ownership, by promoting flexible networking architectures and free access to sharing resources and activities. Considering Uber as a symbol of the new business dynamics, the chapter reveals some of the emerging changes and their role in shaping the new business environment. Uber comes with a new business model which is based on ownership outsourcing and the transformation of its drivers from employees into microentrepreneurs. The whole business operation is done through a powerful digital platform which provides fast connections between the managers, drivers and people using transportation services. Also, Uber introduces a price dynamics mechanism which computes the transportation costs as a function of demand and supply in that particular context and time. This system constitutes and effective core competence for achieving competitive advantage.