Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK

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InCaS: Intellectual Capital Management in European SMEs - its strategic relevance and the importance of its certification

2009 , Mertins, K. , Wang, W.-H. , Will, M.

As the Lisbon Agenda declares the aim for the European Union to become the most dynamic and competitive knowledge‑based market in the world by 2010, management instruments are needed to support companies achieving this ambitious goal. Small and medium‑sized companies (SMEs) are especially affected by this plan being the driving force of Europe's economy. To obtain their competitive advantage, it is crucial for SMEs to utilise knowledge efficiently and to enhance their innovation potential. Thus, managing their specific Intellectual Capital (IC) becomes more and more important for future‑oriented organisations. A practical way to tackle the challenge is the methodology developed by the German pilot project 'Wissensbilanz âe"" Made in Germany' and the European pilot project 'InCaS: Intellectual Capital Statement âe"" Made in Europe'. The Intellectual Capital Statement (ICS) is an instrument to assess, develop and report the IC of an organisation and to monitor critical success factors systematically. By applying this method in more than 50 German and 25 European small and medium‑ sized enterprises, it was possible to support the participating companies in identifying, evaluating and developing their strategically relevant knowledge. Resulting from increased interests in managing and reporting of IC, stakeholders such as creditors or investors receive ICS in completely different qualities âe"" from very reliable to implausible. To ensure the quality of ICS in a sustainable way, we have developed an approach of ICS certification based on the methods of quality management system certification, financial audit and the assessment for European Excellence Award. In the end, only the ICS fulfilling the quality requirements will be awarded a certificate. A catalogue with requirements shall serve as the certification basis and has to be in place beforehand. This catalogue evolved as an essence of both above mentioned projects and includes the experiences of ICS implementations. The challenge is to determine the smallest possible amount of requirements that will enable the ICS to meet the acknowledged quality criteria. Furthermore, this paper summarises how the InCaS method supports companies developing a knowledge‑based strategy. We describe research results gained from the German and European project about the strategic relevance of particular IC factors in general and their relevance depending on the business sector.

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Computer integrated technologies and knowledge management

2001 , Krause, F.-L. , Mertins, K. , Edler, A. , Heisig, P. , Hoffmann, I. , Helmke, M.

The chapter provides an overview of the computer-integrated technologies supporting product development processes in a wider sense and the current situation of knowledge management. It includes three main sections. Section 2 discusses the design techniques affected by computer-aided technologies and the corresponding tools. Section 3 gives a general introduction of concepts of computer integrated technologies. Therefore, also basic technologies and organizational approaches are described. Section 4 explains possible architectures for software tools that support product development processes. Section 5 finally gives a wide overview of the application and development of knowledge management.

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Business Process Oriented Knowledge Management

2001 , Heisig, P.

The article describes an approach to integrate knowledge management activities within business processes. Based on the method Integrated Enterprise Modelling (IEM) the steps for analysis and design of business processes from a knowledge management perspective are described.

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Performance Management

1999 , Krause, O. , Mertins, K.

Performance indicators are required to enable an effective and efficient management process. This paper describes the application of the Management Information Engineering concept used to develop a balanced set of performance indicators in the context of a benchmarking project. It shows how benchmarking can initiate the development of a Performance Management System.

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Intellectual capital statement: The basis for knowledge management

2007 , Mertins, K. , Will, M.

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Benchmarking Survey Results

2001 , Heisig, P. , Vorbeck, J.

The article describes the results from a Benchmarking Survey of the German TOP 1000 and the European TOP 200 companies. We have structured the survey results according to the business processes, the design fields (Corporate Culture, Leadership, Human Resource Management, Information Technology) for knowledge management and the specific operational methods which are used by the companies to carry out knowledge management. After a brief description of the survey sample, the chapter concludes with the description of the selection process of the best practice companies.

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Management Knowledge Engineering - A toolkit to engineer adaptive management systems

2000 , Krause, O.

In a world coined by increasing complexity, dynamics and even discontinuity, the strategy management process is key for business success. Adaptive man-agement systems are required to enable the implementation of an effective and efficient strategy management process. A core element of adaptive management systems are performance indicators. Particularly the design and maintenance of these performance indicators is critical for a successful management system. This paper summarizes the results of applied research in the field of manage-ment systems. It describes the toolkit Management Knowledge Engineering which has been developed to fill the gap identified. A case study shows how this toolkit has been used to implement and maintain an adaptive management system. From the lessons learned in this context, some perspectives for future developments are given.

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Knowledge Management. Concepts and Best Practices

Larry Prusak (Executive Director IBM Institute for Knowledge-Based Organizations ): Knowledge Management, both as a practice and as a discipline, is entering i t's second decade, happily, without all the false expectations of any beginning movement, but with a growing and solid base of practice and theory on which to b uild. The volume that follows is a particularly fine example of how solid resear ch , good thinking, and a narrative approach can produce a very substantial argu ment for the continuing saga of KM. This second edition presents recent sur vey results from the EFQM and OECD as well as an overview of the results form th e First Global Delphi Study on The Future of Knowledge Management by the Fraun hofer Competence Center Knowledge Management and the Humboldt University Berlin. The book shows how the integration of knowledge management activities into th e daily business tasks is carried out, and how pro-active change management work s, which are the latest advancements in measuring intellectual capital and how t o assess the current state of knowledge management. The Best and Good Practice examples in Knowledge Management are completed with a recent study by the Benchm arking Center TECTEM at the University St. Gallen (Switzerland). Best practice s in knowledge management from leading companies like Aventis, Arthur D. Little, British Aerospace plc., Hewlett-Packard, IBM, Phonak, Roche and Siemens are des cribed for practitioners in different industries. More than 100 KM-Tools are lis ted and classified according to the main application area. The book concludes wi th an overview on research funded by the European Commission in order to make K M Made in Europe a reality.

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Knowledge Management. Best Practices in Europe

One out of two companies have increased their productivity or aved costs with knowledge management. This is a result from a comprehensive cross-industry survey in Europe about knowledge management run by the Competence Center Knowledge Management at Fraunhofer IPK, Germany. Best practices in knowledge management from leading companies like Arthur D. Little, Booz Allen & Hamilton, Celemi, Hewlett-Packard, IBM, Phonak, Roche, Skandia and Thomas Miller are described for practitioners in different industries. The book shows how to integrate knowledge management activities into the daily business tasks and processes, how to motivate people and which capabilities and skills are required for knowledge management. An overview of approaches on intellectual capital and more than 50 km tools are listed and classified. The book concludes with an overview of the leading knowledge management projects in serveral European countries.

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Konzeption eines webbasierten Beratungs-Unterstützungs-Systems am Fallbeispiel einer PDM-Systemauswahl

2000 , Kahlert, T. , Uhlmann, E.

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