1. World Association for Sustainable Development
15th International WASD Conference Digital Revolution, Smart Cities and Performance Improvement Towards Sustainable, Knowledge Based Inclusive Development Manama - Kingdom of Bahrain Dynamic model for the knowledge management and measurement of intellectual capital in services companies Víctor Hugo MEDINA GARCIA, Yesid FAJARDO RODRIGUEZ and Lina MEDINA ESTRADA District University F.J.C. (Bogotá - Colombia), BBVA (Bogotá - Colombia) May, 16-18, 2017
World Association for Sustainable Development
District University
“F.J.C.”

2. Content Abstract Introduction Fundamentals of knowledge management
3. Methodology for model development
4. Knowledge management model and intellectual capital measurement in service companies
Results of model validation
6. Conclusions

3. Abstract
The objective it was to design and to apply a model for knowledge management and measurement of intellectual capital in the BBVA- Colombia in order to improve the commercial results of its offices.
To develop the conceptual model it used the Soft Systems Methodology and for the validation and evaluation of the model was based on the integration of Systems Dynamic with the Balanced Scorecard.
Model

4. 1. Introduction
Perspective of the creation and transference of knowledge linked to empiricism.
Management models mostly generic and with little empirical evidence about their impacts in an organizational context.
Knowledge management as a tool for competitiveness and organizational sustainability.
Exploration of the impacts of knowledge management in the Colombian Financial Sector industry

5. 2. Fundamentals of Knowledge management
Knowledge in organizations
Strategic Management by Competencies
Changing environment
Vision of Knowledge
Organizational Learning
Knowledge as a Strategic Resource
Strategic Management and Organizational Culture
Competencies, Capabilities and Skills
Source of competitive advantage
Relevance of tacit knowledge about the explicit
Knowledge Creation
Problem resolution
New premises
Decision factors for managing knowledge
Business motivation
Facilitators
Indicators
Fast obsolescence of know how
Intangible asset weight in the VM
Social awareness of the value of knowledge
Convergence new sciences and technologies
Measurement of intellectual capital
Effect of knowledge management

6. 3. Methodology for model development
Development steps
Definition (Offices network under study).
Initial diagnosis.
Selection an indicators system.
Transformation knowledge dimensions (nodes) into influential and related variables.
Determination of direct causal relationship type between the variables of influence and dependence.
Design the model for KM and IC measurement in the office network.
Validation the proposed model through a strategic approach based on the Systems Dynamic.

7. 4. Knowledge management model and intelectual
capital measurement in services companies
Aplication and updating
Clasification and storage
Knowledge transfer
Identification and acquisition
ICT´s
Culture and
leadership
Knowledge growth
Knowledge measurement
Creation of knowledge
Indicators
Indicators
Corporate
memories
Teams or
practice comunities
Operating management
Productivity
KNOWLEDGE MANAGEMENT MODEL AND INTELLECTUAL CAPITAL MEASUREMENT
IN BBVA COLOMBIA
(Office network)
Knowledge development
Impact on results
Customer management
Growth
Innovation management
Indicators
Indicators
Customer support
Fidelity
New products
Satisfaction
Prices

8. 4. Model of knowledge management and intellectual capital measurement - Indicators
ATTRIBUTE
OBJETIVE
INDICATOR
1 . Knowledge growth
Increase knowledge creation
Training
Staff capabilities
R & D projects
Incentives to create knowledge
Ensure transfer of knowledge
Satisfaction at work
Organizational climate
Culture of knowledge sharing
Leadership
To promote the identification and acquisition of knowledge
Identification of key knowledge
Graphical representation of key knowledge
Strategies for acquiring knowledge
Recruitment of external advisors
Group Meetings
To promote the classification and storage of knowledge
Support for ICT
Storage of knowledge
Investment in ICT
Increase application and update knowledge
New Practices
Product and process innovation
Measuring the growth of knowledge
Process Improvements
Customer Service Improvements
Business management and efficiency
ATTRIBUTE
OBJETIVE
INDICATOR 2.
Knowledge development process
Develop new products and / or services
New products and / or services
Time to market
Percentage of investment in R & D
Improve the quality of products and / or services
Percentage of PQR'S
Improve customer service
Contact with the client
Provision of service
Delays in providing the service 3.
Contribution of knowledge management to the client
Increase sales volume
Growth rate
Increase customer satisfaction
Customer satisfaction level
Increase customer loyalty
Customer Deepening
Percentage of participation of new products and / or services within the portfolio 4.
Impact of knowledge management on results
Increase profitability
Return on assets
Profit margin
Rotation of assets
Office growth

9. 5. Results of model validation
Information collection techniques and tools
First questionnaire (Delphi method): determined the initial situation of KM: Consisting of 38 closed and multiple-choice questions.
Second questionnaire: Collects the information to assess the indicators system included in the model.
The reliability of the instrument content: was used the Cronbach´s Alpha method, with surveys total (157 officials), using equation:
The Cronbach's alpha coefficient was at α = 0.80 which means that reliability is high.
Where:
α: Cronbach's alpha coefficient
K: The number of items
∑Si2 : Summation of variance of the items
ST2 : Variance of the sum of the items

10. 5. Results of model validation
5.1 Initial evaluation of KM in the commercial
offices BBVA Colombia
First questionnaire determines the initial situation of the KM

11. 5. Results of model validation
5.2 Analysis of the evaluation of knowledge
growth objectives and indicators - Simulation
Fig. 4. Forrester diagram - Vensim PLE Vr. 6.4 software

12. Fig. 5. Projects in execution variable in the model
5. Results of model validation
5.2 Analysis of the evaluation of knowledge
growth objectives and indicators - Simulation
Fig. 5. Projects in execution variable in the model
Fig. 6. Clients variable in the model
Fig. 7. Utilities variable in the Model of Knowledge Management and Intellectual Capital Measurement - BBVA Colombia Commercial Banking Offices Network

13. 8. Conclusions
The empirical study allowed to characterize the form in which knowledge and intellectual capital are managed in the office network.
Also, the empirical study allowed to analyze the determinants factors related to the KM and IC.
It also allowed to determine the existing causal relationships between KM and IC with the contribution in the commercial results of the offices.

14. 8. Conclusions
The research allowed to establish, 31 determinant indicators for the measurement of IC through a process of evaluation of its reliability, validity and consistency.
Finally, the validation of the model through the integration of the tools between BSC and the Systems Dynamic, allowed to demonstrate that the KM has a direct relation with the increase of the commercial results.

15. 15th International WASD Conference Manama – Kingdom of Bahrain
World Association for Sustainable Development
District University
“F.J.C.”
“Thank you for you attention!”