Journal•ISSN: 0267-5730
International Journal of Technology Management
Inderscience Publishers
About: International Journal of Technology Management is an academic journal published by Inderscience Publishers. The journal publishes majorly in the area(s): Technology management & New product development. It has an ISSN identifier of 0267-5730. Over the lifetime, 2318 publications have been published receiving 47362 citations. The journal is also known as: IJTM & Internationale Zeitschrift für Technologiemanagement.
Topics: Technology management, New product development, Innovation management, Competitive advantage, Business
Papers published on a yearly basis
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TL;DR: The 'Quadruple Helix' emphasises the importance of also integrating the perspective of the media-based and culture-based public, and results is an emerging fractal knowledge and innovation ecosystem, well-configured for the knowledge economy and society.
Abstract: 'Mode 3' allows and emphasises the co-existence and co-evolution of different knowledge and innovation paradigms: the competitiveness and superiority of a knowledge system is highly determined by its adaptive capacity to combine and integrate different knowledge and innovation modes via co-evolution, co-specialisation and co-opetition knowledge stock and flow dynamics. The 'Quadruple Helix' emphasises the importance of also integrating the perspective of the media-based and culture-based public. What results is an emerging fractal knowledge and innovation ecosystem, well-configured for the knowledge economy and society.
1,267 citations
TL;DR: A comprehensive literature review from a variety of managerial disciplines is presented in this article, highlighting the research to date, avenues for future pursuit are also offered, as well as highlighting the possibilities for future research.
Abstract: Since organizational knowledge is at the crux of sustainable competitive advantage, the burgeoning field of intellectual capital is an exciting area for both researchers and practitioners. Intellectual capital is conceptualized from numerous disciplines making the field a mosaic of perspectives. Accountants are interested in how to measure it on the balance sheet, information technologists want to codify it on systems, sociologists want to balance power with it, psychologists want to develop minds because of it, human resource managers want to calculate an ROI on it, and training and development officers want to make sure that they can build it. The following article represents a comprehensive literature review from a variety of managerial disciplines. In addition to highlighting the research to date, avenues for future pursuit are also offered.
941 citations
Journal Article•
TL;DR: This paper proposes a theory of organizational knowledge creation, which is defined as the process that organizationally amplifies the knowledge created by individuals and crystallizes it as part of the knowledge system of an organization.
Abstract: This paper proposes a theory of organizational knowledge creation, which is defined as the process that organizationally amplifies the knowledge created by individuals and crystallizes it as part of the knowledge system of an organization. The process is a never–ending spiral of tacit and explicit knowledge through four modes of knowledge conversion: i.e., socialization (from tacit to tacit), externalization (from tacit to explicit), combination (from explicit to explicit), and internalization (from explicit to tacit). Each of the four modes of knowledge conversion is explained, using actual vignettes. Finally, a few implications are argued.
787 citations
TL;DR: The VAIC method as discussed by the authors measures and monitors the value creation efficiency in the company using accounting based figures, which results in an increase of value added on the one hand and determines the market value on the other hand.
Abstract: The existing accounting system cannot meet the requirements of modern companies any more because not costs but value creation is the core of modern business. If a company aims to achieve a maximum result with its given resources management must know how successfully they create value in the company. Information provided by a basic economic function - measuring the efficiency of value creation - is therefore decisive for successful management of intellectual assets. The VAIC™ method measures and monitors the value creation efficiency in the company using accounting based figures. The better a company's resources (capital employed and intellectual capital) have been utilised, the higher the company's value creation efficiency will be (whereby human capital, as the decisive value creation factor of modern business). This results in an increase of value added on the one hand and determines the market value on the other hand, as our research has shown.
529 citations
TL;DR: In this article, the authors present a framework for continuous improvement in all aspects of the business and identify a series of levels of CI performance and the blocks and enablers associated with them.
Abstract: Continuous improvement (CI) in all aspects of the business is essential for meeting the challenge of today’s turbulent environments One increasingly popular strategy for enabling continuous improvement is through mobilising a high level of involvement of the workforce in sustained incremental problem-solving Although the potential benefits of such high involvement innovation are considerable, implementing programmes of this kind is not easy This paper reports on a five year research programme exploring implementation issues in CI and presents a framework model for the development of CI which draws upon extensive case study work In particular, it identifies a series of levels of CI performance and the blocks and enablers associated with them
505 citations