**9. References**

Bair, J. (1998), The Knowledge portal: Adding Knowledge to Intranets, *Gartner*, T-06-2507


<sup>1</sup> ANCS-CNMP project PN II – 92-100/2008-2011

Collaborative enterprises represent the solution for companies, which wish to remain competitive in the business environment. Being entirely or partly transposed in the virtual environment, they have to adopt a malleable strategy, to make decisions based on knowledge, which regards the consumers, suppliers, shareholders, investors or even competitors. Many innovative companies have long appreciated the value of knowledge management to improve their processes, products and customer service and to create competitive advantage. Research studies show that by managing the knowledge of their customers, corporations are more likely to sense emerging market opportunities before their competitors, to constructively challenge the established wisdom of "doing things around here", and to create economic value for the corporation, its shareholders and its customers. In our future work our attention will be focused on optimizing the technical architecture of the referred portals, studies that will be made by the research interdisciplinary team of the on-roll grant1. But, paradoxally, the success of any portal-based collaborative environment (any new technology-enabled business model) relies, more than ever, on people's ability to build relationships based on mutual trust. Further research will also refer how to manage business relationships between people, within or without groups, and within and between organizations according to a knowledge management approach. Future research streams will include work in intercultural communication and collaboration, temporal coordination,

For Romania, as well as for the countries were these approaches are not familiar, the relevance of the collaborative enterprise concept results from the engagement of the states in the evolution of the informational society – knowledge society. It would be risky to assume, that given the differences with highly developed countries, the collaborative (knowledge based) enterprise would represent, on national scale, only a future problem or an

Bair, J. (1998), The Knowledge portal: Adding Knowledge to Intranets, *Gartner*, T-06-2507 Barette, J. (2003), Deploying the Next Generation of Enterprise Portals, *DM Review*, Vol.13,

Bock, G. E. (2001), *Enterprise Portal Promise to Put an End to Corporate Intranet Haos, Enterprise* 

Bonifacio, M. & Bouquet, P. & Cuel, R. (2002), Knowledge Nodes: The Building Blocks of a

Bonifacio, M. & Cuel, R. & Mameli & G., Nori, M. (2000). A Peer-to-Peer Architecture for Distributed Knowledge Management, http://eprints.biblio.unitn.it/archive Cain, M. (1999), Enterprise portals: A Publishing Mode, Meta Group, Workgroup

Cil, I., Altrup, O., Yazgan, H.R. (2005), *A New Collaborative System Framework Based on* 

Collins, H. (2004), *Corporate Portals: Revolutionizing Information Access to Increase Productivity* 

Distributed Approach to Knowledge Management, Journal of Universal Computer

and trust in virtual teams.

exaggerated sophistry.

No.2

*Applications Webtop*, vol. 440

1 ANCS-CNMP project PN II – 92-100/2008-2011

Sciences, 8(6), Springer Pub & Co

Computing Strategies, Delta File no. 837

*Multiple Perspective Approach*, Digital Press

*and Drive the Bottom Line*, AMACOM, New York

**9. References** 


http://www.sveiby.com.au/KnowledgeManagement.html;


**0**

**19**

**The Liberation of Intellectual Capital**

**Management Systems**

Harold M. Campbell\* *Vaal University of Technology*

*South Africa*

s

**Through the Natural Evolution of Knowledge**

The research literature on knowledge management (KM) suggests that the valuation and measurement of intellectual capital (IC) is important to business intelligence (BI) and organisational performance. Harnessing the power of KM requires an effective communication interface which will allow the successful process integration of IC with organisational performance. The seminal research of Nonaka & Takeuchi (1995), and Brown & Duguid (1998) among others, established that effective communication of knowledge

For this to happen, the organisation needs to craft an innovative and viable design of its business systems. A business system design (BSD) comprises of a dynamic architecture which is isomorphic across firms in space and time. It is a dense dynamic nexus of social capital, human capital and KM. A firm's IC, is seen as the resultant of its knowledge management network, as posited by von Krogh et al. (2000). Intellectual capital (IC) represents a firm

meta-capability aimed at exploiting opportunities in its continual pursuit of value creation. This process has been one of the most important sources of international competitiveness for

This chapter takes the view that knowledge is shared among organisational members, because, it is connected to the firm's history and experiences, and will soon become the ultimate replacement of other resources. This notion underpins a more general idea that economies of the future will be education-led (Eftekharzadeh (2008)). It means that the

If there is one distinguishing feature of the new economy that has developed as a result of powerful forces such as global competition, it is the ascendancy of IC. Competitive, technological, and market pressures have made continuous organisational learning a critical imperative in global strategy effectiveness (Day & Tate (2006), Hislop (2005), and Campbell

Allied to this is the seminal work of Nonaka & Takeuchi (1995), on knowledge creation, where their theory of knowledge creation identified four categories of knowledge assets. These

obtained from an organisational milieu is essential to organisational performance.

capacity to manage knowledge-based intellect will be the critical skill of this era.

1. experiential knowledge assets (tacit knowledge, shared through experience);

\*H. M. Campbell is the HoD: Department of Industrial Engineering, Vaal University of Technology.

**1. Introduction**

some time.

(2009)).

being:

