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2017 | 13 | nr 3 Special Issue : Knowledge Management - Current Trends and Challenges | 125--149
Tytuł artykułu

Creating Intangible Value through a Corporate Employee Portal

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
Organizacje tworząc przewagę konkurencyjną, tworząc większą wartość ekonomiczną niż rywale. Rosnąca konkurencja i rozwój technologii informatycznych doprowadziły zarówno do ogromnych zmian organizacyjnych, jak i zwiększyły znaczenie wartości niematerialnych i prawnych w ramach łańcucha wartości. Tworzenie wartości i sukcesy organizacji w coraz większym stopniu uzależnione są od wykorzystania wiedzy dostępnej wewnętrznie, jako że w dzisiejszych czasach istotne znaczenie ma zrozumienie wartości biznesowej portali pracowniczych i budowanie odpowiednich programów zarządzania zmianą. Balanced Scorecard (BSC) i mapa strategii (SM) przedstawiają cele organizacji, ich osiąganie oraz związek pomiędzy celami różnych podjednostek z ich wspólnym działaniem w celu uzyskania ogólnych wyników. BSC i SM wyjaśniają, jak wartości niematerialne są dostosowane do strategii, aby tworzyć wartość dla organizacji. Jednak obawy dotyczące zarządzania zmianami wydają się niewłaściwe. Autorzy proponują ramy umożliwiające mapowanie związków przyczy-nowo-skutkowych, które generują wartość biznesową, a także zapewniają kierownictwu i decydentom informacje niezbędne do odpowiedniego odgórnego zaangażowania i sponsoringu, co jest istotne, aby doprowadzić do właściwego zarządzania zmianami i realizacji świadczeń. Mapa strategii SM i korzyści (BDN) zostały połączone, w wyniku czego powstały odpowiednie ramy ułatwiające organizacjom podniesienie ich wiedzy, złagodzenie ryzyka niepowodzenia inwestycji lub niewłaściwego wykorzystania, a także terminowy wkład w zdobycie większej wartości z inwestycji w wartości niematerialne i prawne. Opracowane ramy pomagają organizacjom rozwiązywać ich obawy związane z tworzeniem wartości i zarządzaniem zmianami. Niniejsze studium przypadku pozwala stwierdzić, że propagowanie kultury organizacyjnej i dostosowanie do potrzeb firmy nie są częstymi celami organizacji i nie motywują do inwestycji w rozwój portali pracowników, jednak są powszechnie uznawane za kluczowe narzędzia do podejmowania decyzji i tworzenie wartości. (abstrakt oryginalny)
EN
Organizations create competitive advantage by creating more economic value than their rivals. Increasing business competition and information technology development have both led to huge corporate organizational changes and have raised the importance of intangible assets along the value chain. Value creation and the success of organizations increasingly depends on the leverage of knowledge available internally, as nowadays it has become essential to understand employee portals' business value and to build adequate change management programmes. The Balanced Scorecard (BSC) and Strategy Map (SM) show an organization's objectives, how they are achieved, and the link between the goals of the various sub-units and how these act together to produce the overall results. BSC and SM clarify how intangible assets are aligned with strategy, to create value for the organization. However, the concerns related to change management seem not to have been properly addressed. To conveniently deal with these matters, the authors propose a framework to map the cause-effect relationships that generates business value, as well as provides top management and decision makers with the information needed for a suitable top-down commitment and sponsorship, which is essential to bring about the appropriate change management and benefits' realization. SM and Benefits Dependency Network (BDN) were combined, resulting in a suitable framework to help organizations enhance their knowledge, mitigating the risk of investment failure or misuse, and a timely contribution to capture more value from investments in intangible assets. The developed framework helps organizations address their concerns related to value creation and change management, and it has been applied to this Employee Portal case study. This case study allows us to conclude that, although the promotion of organizational culture and corporate alignment are not usually frequent goals of organizations, and do not motivate investments in the development of employee portals, they are generally recognised as being essential tools for decision-making and value creation. (original abstract)
Twórcy
autor
  • Portuguese Telecom Company
autor
  • Lisbon University
autor
  • Lisbon University
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Typ dokumentu
Bibliografia
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Identyfikator YADDA
bwmeta1.element.ekon-element-000171490952

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