Fraunhofer-Institut für Produktionsanlagen und Konstruktionstechnik IPK

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  • Publication
    Identifying the Dynamics of Intangible Resources for Industry 4.0 Adoption Process
    ( 2022)
    Prim, Marcelo Fabricio
    ;
    Oliveira Gomes, Jefferson de
    ;
    Kohl, Holger
    ;
    Orth, Ronald
    ;
    Will, Markus
    ;
    Vargas, Gabriel Bertholdo
    Industry 4.0 is a socioeconomic phenomenon that affects all industries, transforming not only products, processes, and services, but also business models, organizational structures, and strategies, placing human beings at the center of this digital transformation. Researchers have already demonstrated the importance of intangible resources in the Industry 4.0 adoption process. Nevertheless, there is still a gap in empirical research on how these factors evolve during the process. Therefore, the main objective of this study is to identify how these factors influence each other across different Industry 4.0 maturity levels. To achieve this goal, a qualitative approach was used with multiple case studies comparing responses from companies at higher Industry 4.0 maturity levels and contrasting them with the responses from companies at lower levels, distilling aggregate dimensions through an inductive coding procedure. Experts evaluated the results to find relations between the aggregate dimensions, their evolution and influence on each other. As a result, a conceptual framework was developed that demonstrates the dynamics of intangible factors that could be used by any company to nurture its own Intellectual Capital as a groundwork for the adoption of Industry 4.0. Among these dynamics, the central role of engaged leaders was highlighted in developing structural capital factors. Future studies should conduct interviews with more companies from other industrial sectors as well as on the implementation and management of Intellectual Capital in manufacturing companies to assess the applicability of the proposed conceptual framework.
  • Publication
    Strategy development based on intangibles in SMEs - an integrated approach
    ( 2013)
    Will, Markus
    ;
    Mertins, Kai
    The approach in this paper is based on the principles of action research and rapid prototyping. The paper shows the current status of a 'bottom-up' research process dedicated to continuously developing and improving management instruments that suit the requirements of small and medium-sized enterprises (SMEs): pragmatic, easy-to-use and generating direct practical benefit. As a result, this paper links the concept of intangibles to the practical strategy development process in SMEs. The integration shown concerns several challenges: (1) Integrate the internal and external perspective on intangibles, and, by that, link the concept of intellectual capital (IC) as a resource-based view with the concept of customer value as a market-based view. (2) Integrate the theoretical concept of IC with a methodology for comprehensive strategy development. (3) Integrate the formulation and implementation of business strategies taking into account the actual practice in SMEs.
  • Publication
    Germany towards a knowledge-based economy
    ( 2011)
    Mertins, Kai
    ;
    Will, Markus
    ;
    Wuscher, Sven
    Due to changes in the value creation processes the management of Intellectual Capital (IC) is of increasing importance for the industrialised nations. Previous research has indicated that material resources are less important than intangible assets. We confirm that this is true and that it applies in particular to small and medium-sized enterprises (SME). SMEs are the backbone of the German economy and therefore the target group for IC management. Unlike large scale enterprises, SMEs are incapable of facing the increasing cost pressure by volume growth or relocation due to their specific characteristics. Against this background, the purpose of this paper is to assess and describe Germany as a knowledge site. The paper shows the stage of development of German enterprises on the way to a knowledge-based economy from a practitioner's perspective. The results of the analysis are used to derive recommendations for the management of Intellectual Capital. For this purpose, the research group "Arbeitskreis Wissensbilanz" has undertaken an empirical study. The data for the survey was collected in the time period of July 2009 and August 2010 under the supervision of the Fraunhofer Institute for Production Systems and Design Technology (IPK) within the initiative "Wissensbilanz-Made in Germany". The initiative is funded by The Federal Ministry of Economics and Technology of germany (BMWi). In the course of the empirical study more than 2300 managers and decision makers of German enterprises of various sizes in various branches were questioned. They were asked to which degree different factors of the Intellectual Capital influence their business success and how well these different factors are developed in their enterprise from their point of view. The most important factors of the IC of German enterprises were identified for different sub-groups of the sample, e.g. enterprises of different size, from different sectors etc. The sub-groups were compared and significant differences were analysed.
  • Publication
    Analysing and enhancing IC in business networks: Results from a recent study
    ( 2010)
    Mertins, K.
    ;
    Will, M.
    ;
    Meyer, C.
    Since the acknowledgement of intellectual capital (IC) as the major driver of a company's competitive and innovative performance numerous scientific models and practical approaches were developed to capture and display the IC elements of businesses in order to make them visible and accessible for management. But since the economy has gone global and businesses are acting within a global business landscape the view on IC needs to be expanded to these new structures. Especially for small and medium sized enterprises (SME) commitment in networks and clusters is crucial for sustainable competitiveness on international markets. Alike single companies, also business networks highly depend on IC in order to perform successfully and effectively. The way businesses cooperate, exchange and acq uire knowledge, find suitable partners, solve problems, develop and profit from the network has an impact on the company itself as well as on the network. Aiming at an IC-based assessment and support of SME networks, the methodology presented in this paper follows a bottom-up approach starting with the assessment of IC in the single company. Within the research projects InCaS: Intellectual Capital Statements Made in Europe and Wissensbilanz Made in Germany a methodology has been developed which has proved to be capable of collecting comparable qualitative IC data. Based on these results, a consolidated approach has been designed recently, collecting IC data from more than 600 companies in Germany. The results are comparable and individual at the same time, allowing to display IC se ttings of single companies as well as to aggregate IC information within an IC portfolio for a whole group of companies. The paper will present the methodology as well as some first results from the study taking a look at the German IC landscape based on more than 600 individual IC assessments. The paper will also discuss the possibilities of using the results for IC enhancement in networks and clusters from the view of the single company.
  • Publication
    Success through intellectual capital statements
    ( 2010)
    Meyer, C.
    ;
    Mertins, K.
    Innovation is essential for a companys survival. Particularly in times marked by the rigors of an international economic crisis, the idea of the knowledge-based economy has come increasingly to the forefront. In a globalized market place, a companys ability to keep ahead through innovation is vital for ensuring the long-term maintenance and consolidation of its competitive edge. And its here that the intangible assets of European firms prove to be their greatest strength. But how can companies make better use of their intangible resources to their capacity for innovation over the long term? An intellectual capital statement (ICS) can help companies to evaluate their intellectual capital the intangible assets that are so vital for the companys success to give it strategic focus and embed it within the corporate strategy.
  • Publication
    Analysing and enhancing IC in business networks: Results from a recent study
    ( 2010)
    Mertins, K.
    ;
    Will, M.
    ;
    Meyer, C.
    Since the acknowledgement of intellectual capital (IC) as the major driver of a company's competitive and innovative performance numerous scientific models and practical approaches were developed to capture and display the IC elements of businesses in order to make them visible and accessible for management. But since the economy has gone global and businesses are acting within a global business landscape the view on IC needs to be expanded to these new structures. Especially for small and medium sized enterprises (SME) commitment in networks and clusters is crucial for sustainable competitiveness on international markets. Alike single companies, also business networks highly depend on IC in order to perform successfully and effectively. The way businesses cooperate, exchange and acquire knowledge, find suitable partners, solve problems, develop and profit from the network has an impact on the company itself as well as on the network. Aiming at an IC-based assessment and support of SME networks, the methodology presented in this paper follows a bottom-up approach starting with the assessment of IC in the single company. Within the research projects ""InCaS: Intellectual Capital Statements -Made in Europe"" and ""Wissensbilanz -Made in Germany"" a methodology has been developed which has proved to be capable of collecting comparable qualitative IC data. Based on these results, a consolidated approach has been designed recently, collecting IC data from more than 600companies in Germany. The results are comparable and individual at the same time, allowing to display IC settings of single companies as well as to aggregate IC information within an IC portfolio for a whole group of companies. The paper will present the methodology as well as some first results from the study taking a look at the German IC landscape based on more than 600 individual IC assessments. The paper will also discuss the possibilities of using the results for IC enhancement in networks and clusters from the view of the single company.
  • Publication
    Strategic relevance of intellectual capital in European SMEs and sectoral differences
    ( 2008)
    Mertins, K.
    ;
    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 until 2010, management instruments are needed to support companies achieving this ambitious goal. Small and medium-sized companies (SMEs) are especially affected by this plan as they are 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. As the value of knowledge highly depends on its particular strategic context it is neither possible nor meaningful to measure the value of knowledge in absolute terms. Knowledge should rather be evaluated regarding its potential to support the company's individual strategic objectives. A practical way to tackle this challenge is the methodology developed by the German pilot project "Wissensbilanz - Made in Germany" and the European pilot project "InCaS: Intellectual Capital Statement - Made in Europe". 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. Furthermore it helped to gain comparable data about crucial knowledge in SMEs and to develop first strategic recommendations in an empirical study. This paper summarises how the InCaS method supports companies developing a knowledge-based strategy. Moreover it describes 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. Whereas for the German project the differences between the sectors "Industry" and "Services" have been analysed, the results of the European InCaS project allowed for a more detailed analysis between the branches "Business Services & IT", Machinery & Equipment", "Construction", "Electronics" and "Retail Trade & Other Services". Besides the overall dominance of Human Capital factors the results indicate that companies in the Industry sector focus on knowledge management activities based on IT and explicit knowledge (codification strategy). The strategically most relevant knowledge in this sector is professional competences, i.e. specialised know-how needed to run the company's main business processes. Service companies, on the other hand, seem to focus on their individual employees' expertise and informal knowledge transfer if they want to ensure long-term and strategic business success (personalisation strategy). In this sector, motivation and leadership abilities are strategically equally important or even more important than specialised know-how.
  • Publication
    Knowledge Management. Concepts and Best Practices
    (Springer, 2003)
    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.
  • Publication
    Knowledge Management. Best Practices in Europe
    (Springer, 2001)
    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.