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The Management of Knowledge Resources within Private Organisations: Some European “Better Practice” Illustrations

The Management of Knowledge Resources within Private Organisations: Some European “Better Practice” Illustrations

Federica Ricceri, James Guthrie, Rodney Coyte
ISBN13: 9781615208296|ISBN10: 1615208291|EISBN13: 9781615208302
DOI: 10.4018/978-1-61520-829-6.ch003
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MLA

Ricceri, Federica, et al. "The Management of Knowledge Resources within Private Organisations: Some European “Better Practice” Illustrations." Knowledge Management for Process, Organizational and Marketing Innovation: Tools and Methods, edited by Emma O'Brien, et al., IGI Global, 2011, pp. 36-61. https://doi.org/10.4018/978-1-61520-829-6.ch003

APA

Ricceri, F., Guthrie, J., & Coyte, R. (2011). The Management of Knowledge Resources within Private Organisations: Some European “Better Practice” Illustrations. In E. O'Brien, S. Clifford, & M. Southern (Eds.), Knowledge Management for Process, Organizational and Marketing Innovation: Tools and Methods (pp. 36-61). IGI Global. https://doi.org/10.4018/978-1-61520-829-6.ch003

Chicago

Ricceri, Federica, James Guthrie, and Rodney Coyte. "The Management of Knowledge Resources within Private Organisations: Some European “Better Practice” Illustrations." In Knowledge Management for Process, Organizational and Marketing Innovation: Tools and Methods, edited by Emma O'Brien, Seamus Clifford, and Mark Southern, 36-61. Hershey, PA: IGI Global, 2011. https://doi.org/10.4018/978-1-61520-829-6.ch003

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Abstract

National economies have rapidly moved from their industrial economic base and shifted towards a knowledge base, in which wealth creation is associated with the ability to develop and manage knowledge resources (KR) (see, among others, MERITUM, 2002; EC, 2006). Several national and international institutions have produced various Intellectual Capital (IC) frameworks1 and guidelines (e.g. MERITUM, 2002; SKE, 2007; EC, 2006) to guide in the management, measurement and reporting of IC. However, there appear to be few studies of private company practices (Guthrie & Ricceri, 2009). The above informed the following two research questions of our study: (1) In what ways, did the private companies express their strategy and the role of KR within it? (2) What tools, including ‘inscription devices’, were used for understanding and managing KR within a specific organisation? This chapter answers these questions by providing illustrations of KR and their management in practice in a variety of private companies.

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