International Journal of Learning and Intellectual Capital 

About: International Journal of Learning and Intellectual Capital is an academic journal published by Inderscience Publishers. The journal publishes majorly in the area(s): Intellectual capital & Human capital. It has an ISSN identifier of 1479-4853. Over the lifetime, 411 publications have been published receiving 3883 citations. The journal is also known as: Learning and intellectual capital & IJLIC.

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

Abstract: 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.

What do we really mean by the dynamic dimension of intellectual capital

Abstract: References to the dynamic nature of Intellectual Capital (IC) have become increasingly popular. However, there seems to be no shared understanding as to what exactly 'dynamic' stands for, and only few authors using this attribute define it explicitly. Given that the field of IC is already characterised by multiple terminologies and disciplinary backgrounds, to include the dynamic dimension into the discussion without an awareness of its underpinnings is a potential source of further confusion and threat to scientific rigour. This paper provides a systematic framework for understanding the various interpretations and theoretical backgrounds of dynamic IC. By inspecting previous literature, it demonstrates that the dynamic dimension of IC has been interpreted in three distinct ways: as value creation processes, activities and change capabilities. Each interpretation is based on distinct theoretical discussions and provides specific insights on knowledge in organisations. This clarified understanding of dynamic IC enables more focused future research and theory development.

Simon on problem solving: Implications for new organisational forms

Abstract: Two of Herbert Simon's best-known papers are 'The Architecture of Complexity' and 'The Structure of Ill-Structured Problems.' We discuss the neglected links between these two papers, highlighting the role of decomposition in the context of problems on which constraints have been imposed as a general approach to problem solving. We apply these Simonian ideas to organisational issues, specifically new organisational forms. Specifically, Simonian ideas allow us to develop a morphology of new organisational forms and to point to some design problems that characterise these forms.

The importance of relational capital in service industry: the case of the Spanish banking sector

Abstract: This paper is structured into three basic sections. The first section proposes a conceptual framework to analyse the importance of strategic knowledge-based resources for the achievement of a sustained competitive advantage. In particular, the components of intellectual capital (human capital, relational capital and structural capital) are described as well as their importance for organisational performance in the current competitive environment. The second section is focussed on a particular type of knowledge – the relational capital – that is, institutionalised knowledge in the form of business connections with customers, suppliers, shareholders, alliance partners and other agents. This section studies the map of different types of organisational relational capital of companies: idiosyncratic, core, ancillary and compulsory. Section three shows the results of a case study done in pioneer service firms in Spain regarding knowledge measuring and reporting. It analyses the main indicators used for quantifying knowledge embedded in the firm's relations with customers, suppliers, stakeholders and other agents. Finally, the last section explores the main results and implications for knowledge management drawn from this paper.

The strategic advantage of knowledge and learning

Abstract: While knowledge has been described as the most strategic resource, and learning as the most strategic capability, our models of strategy and industrial economics are still defined within the traditional context of physical product. Building on traditional notions of strategy, this paper provides a knowledge-based framework for defining strategy and competitive advantage.