Strategic Knowledge Management considers Intellectual Capital (IC) as roots of all organizations activities. The success of organizations strongly depends on the way they manage all facets of knowledge and skills. Artificial Intelligence brought some methods and techniques for handling intellectual assets of companies, expertise management, knowledge transfer and training. This presentation gives an overview of experiences and research in applying artificial intelligence approaches and techniques for intellectual capital management and gives some perspectives for the future.

1. Managing Intellectual Capital
in
Knowledge Economy
Eunika MERCIER-LAURENT
Research Center IAE Université Lyon 3
Chairman of IFIP WG12.6
eunika.mercier-laurent@univ-lyon3.fr

2. 2014 Fedcsis/KAM/AI4KM Eunika Mercier-Laurent
Content
• Previous work
• Context – knowledge economy, CSR
• IC loop
• ICT for ICM
• Future of IC

3. 2014 Fedcsis/KAM/AI4KM Eunika Mercier-Laurent
Previous work: economy &
education, training, HR, IT
• Theodore Schultz (1961) the
investment in human capital is crucial
for the economic development and the
education has a key contribution.
• Karl Eric Sweiby (1970s) – Intangible
Assets Monitor
• Leif Edvinsson – Scandia reports 1997
• Nick Bontis Human Capital Measures
(2002)
• G. Kayakultu PhD work
• Mediolanum Assets Management

4. 2014 Fedcsis/KAM/AI4KM Eunika Mercier-Laurent
Previous work
• OECD accounting of IC (1997)
• Adaptive capactity (Folke, 2003)
• Viability theory (Aubin, 1991) – control
of ecosystems balance with HC as an
engine

5. 2014 Fedcsis/KAM/AI4KM Eunika Mercier-Laurent
Context: Knowledge EconomyContext: Knowledge Economy
5 Generations of Management Styles (Savage 19915 Generations of Management Styles (Savage 1991
Innovation Strategy for The Knowledge Economy (Innovation Strategy for The Knowledge Economy (AmidonAmidon 1997)1997)
1st Technology
as the Asset
2nd Project
as the Asset
3rd Enterprise
as the Asset
4th Customer
as the Asset
5th Knowledge
as the Asset
Core
Strategy
Core
Strategy
Change
Factors
Change
Factors
PerformancePerformance
StructureStructure
PeoplePeople
• R&D in Isolation• R&D in Isolation
• Unpredictable
Serendipity
• Unpredictable
Serendipity
• R&D as
Overhead
• R&D as
Overhead
• Hierarchical;
Functionally-
Driven
• Hierarchical;
Functionally-
Driven
• We/They
Competition
• We/They
Competition
• Link to
Business
• Link to
Business
• Inter-
dependence
• Inter-
dependence
• Cost-Sharing• Cost-Sharing
• Matrix• Matrix
• Proactive
Cooperation
• Proactive
Cooperation
• Technology/
Business
Integration
• Technology/
Business
Integration
• Systematic R&D
Management
• Systematic R&D
Management
• Balancing
Risk/Reward
• Balancing
Risk/Reward
• Distributed
Coordination
• Distributed
Coordination
• Structured
Collaboration
• Structured
Collaboration
• Integration
With Customer
R&D
• Integration
With Customer
R&D
• Accelerated
Discontinuous
Global Change
• Accelerated
Discontinuous
Global Change
• ‘Productivity
Paradox’
• ‘Productivity
Paradox’
• Multi-Dimensional
‘Communities of
Practice’
• Multi-Dimensional
‘Communities of
Practice’
• Focus on
Values and
Capability
• Focus on
Values and
Capability
• Collaborative
Innovation
System
• Collaborative
Innovation
System
• Kaleidoscopic
Dynamics
• Kaleidoscopic
Dynamics
• Intellectual
Capacity/
Impact
• Intellectual
Capacity/
Impact
• Symbiotic
Networks
• Symbiotic
Networks
• Self-Managing
Knowledge
Workers
• Self-Managing
Knowledge
Workers
ProcessProcess
TechnologyTechnology
• Minimal
Communication
• Minimal
Communication
• Embryonic• Embryonic
• Project-to-
Project Basis
• Project-to-
Project Basis
• Data-Based• Data-Based
• Purposeful
R&D/Portfolio
• Purposeful
R&D/Portfolio
• Information-
Based
• Information-
Based
• Feedback Loops
and ‘information
persistence’
• Feedback Loops
and ‘information
persistence’
• IT as a
Competitive
Weapon
• IT as a
Competitive
Weapon
• Cross-Boundary
Learning and
Knowledge Flow
• Cross-Boundary
Learning and
Knowledge Flow
• Intelligent
Knowledge
Processors
• Intelligent
Knowledge
Processors
Customer Retention Customer Satisfaction Customer Success

6. 2014 Fedcsis/KAM/AI4KM Eunika Mercier-Laurent
Accounting of Capital Intellectuel
• Reports
• Dashboard, scorecard
• DB
• Experience in knowledge
transfer (AI)
• Social networks

7. 2014 Fedcsis/KAM/AI4KM Eunika Mercier-Laurent
Today Performance Measures

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8
Hunters &
Gatherers
Hunters &
Gatherers
Agricultural
Economy
Agricultural
Economy
Industrial
Economy
Industrial
Economy
Knowledge
Economy
Knowledge
Economy
Scarcity &
Control
intangible
Context: Knowledge Economy

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Context: Impact
• Globalization
• Social
• Environmental

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IC loop: Education, training and
management
Humain
Capital
Strategy
Training
Education
Opportunities
for innovation
Market
needs
VISION
Experience

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IC loop Educate, train and manage
(EU)
•

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IC loop: what education and skills for
the future ? (E. Mercier-Laurent, Innovation Ecosystems, Wiley 2011)

13. 2014 Fedcsis/KAM/AI4KM Eunika Mercier-Laurent
ICT for ICM (1989)
Ramses – Albertville
92

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ICT for ICM
• Education – e-learning, m- games
• Management (DB?)
• Smart Management

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Tree of knowledge

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Offer and demand CBR
Looking for a
job/talent
Base of offers
Match or similar
cases

18. 2014 Fedcsis/KAM/AI4KM Eunika Mercier-Laurent
Future of IC
• New education (Knowledge cultivator)
• Right metrics
• Smart technology for ICM

19. 2014 Fedcsis/KAM/AI4KM Eunika Mercier-Laurent