This introductory editorial to the special issue “IC at the crossroads: theory and research” explains the rationale and background to the studies. In addition it outlines reasons why the field of intellectual (IC) capital is at the crossroads. It seems that awareness of the importance of IC has been created. It is now the role of researchers as well as practitioners to move to the next level. This next level involves issues around taxonomies as well as research methodologies. In order to move on, precise definitions of concepts such as IC, better justifications of why organizations need to measure and manage IC, and increased clarity about terms such as measurement, assessment, or valuation are needed. In addition, more rigorous research methods are needed in order to test and validate existing theories in the field.
This conversation with Göran Roos explores leveraging the interrelated roles of intellectual capital and strategy in contemporary organizations. Roos has created frameworks which make the intangible of intellectual capital understood as a very real asset and to be cultivated, measured and appropriately exploited for competitive advantage. The conversation examines how to work with management to rethink strategies and practices to determine and utilize the drivers for intellectual capital growth, as well as how to rigorously valuate and effectively use intellectual resources throughout their enterprises to make significant differences. These approaches have been used in a wide variety of both private and public sector organizations around the world in a broad range of market segments.
The field of intellectual capital is at a crossroads. To move through the crossroads and to the next stage both practitioners and academics must substantially demonstrate the relevance of intellectual capital as a working discipline useful to achieve strategic goals and to improve levels of performance. While the field has generated a growing body of knowledge and practice over the last two decades, there is a need for both a great leap in how value can be generated and captured using an intellectual capital perspective, as well as acknowledging that there are multiple ways of knowing and different models for intellectual capital exchange. Much of this new development will come from an expanded, continuing dialogue between practitioners and academics.
development of corporate culture within a CCE and, in particular, examines how those factors affect the outcomes of its cross-border M&A activities. As examined by Yu and Edvinsson (2008), there is an important relationship between culture and intellectual capital in the context of Chinese traditional culture. To understand this relationship, it is necessary to explore the roots of intellectual capital development, which are driven by intangible factors (see Figure 1). Culture remains a key root element contributing to continuously renewing core organizational knowledge:In this image, the fruits are highlighted as tangible assets, whose quality is largely determined by nutrition literature review is provided to investigate the interrelated concepts between ancient Chinese wisdom, traditional Chinese culture as embedded in its national culture, and dissimilar developments in the corporate culture of CCEs. The implications for corporate controls in relation to postmerger integration approaches are also examined. Theoretical analyses and propositions are then made regarding the reinforcing cultures, adopted corporate controls and the integration approaches among the three main types of CCEs in their M&A initiatives. Through a multiple-case study of three proposed clusters of CCEs with distinct ownership structures, this article reveals the characteristics of these respective clusters as they seek growth and development through regional and international M&As.The heterogeneity among the clusters is refl ected in their variations in human capital, corporate governance, and controls, as well as the efficacy of their M&A activities.
The collapse of Enron was almost entirely unexpected and shockingly rapid. While the major cause of this and other mega meltdowns has been determined to be financial manipulation and questionable accounting practices, the fall of these organizations has also raised questions about whether, and to what extent, their intellectual capital/intangible asset intensive business models contributed to their failure. This paper examines three core issues affecting the role of intellectual capital that have been highlighted by Enron's business failure: the linked issues of the effect of moving from a more traditional trading model to an intangible intensive trading model and the requirements for a viable intellectual capital/intangibles business model; changes in the accounting framework to ensure the integrity of an intellectual capital/intangibles-based organization; and the implications of the Financial Accounting Standards Board (FASB) mandated changes in measuring and managing for goodwill and intangibles Enron's genius, while it lasted, was to get out of the still-regulated market for energy and into the largely deregulated market for contracts. Its revenues, while they lasted, came from trading of cubic feet of gas it didn't extract or burn, of kilowatt-hours it didn't generate, and of fiber-optic lines it didn't light. Enron Online's trading floor was a sophisticated dot-com, basically, engaged in commodity barter and arbitrage. Real companies can make honest money in those lines of work . . .. And as Enron painfully demonstrated, it can be difficult to distinguish real from fake in those virtual lines of work, particularly when new markets in new forms of paper are taking shape (Gilder Friday Letter, 2002).
Wipro Technologies is an Indian information technology outsourcing company that, over a two year period, established a knowledge management initiative that enables it to build a competitive advantage as it experiences rapid growth in its global market. The Wipro story is remarkable in that it shows that having a sound, innovative knowledge management effort is no longer merely an option but rather a core necessity for any organization anywhere in the world if it is to compete successfully and survive globally. Wipro’s CEO said the knowledge initiative must be based on knowledge sharing and collaboration and this has to be translated into delivering value to the customer, in terms of: speed, being able to deploy for the customer, and innovative products and services which are focused on the customer needs. The knowledge initiative has been implemented across all areas of the firm in all its locations around the world.
Purpose -The purpose of this article is to discuss issues raised at The 1st World Conference on Intellectual Capital for Communities in the Knowledge Economy: Nations, Regions and Cities, which took place in Paris, June 20, 2005. Design/methodology/approach -The conference was structured into four sessions: intellectual capital and the knowledge economy; intellectual capital for nations; intellectual capital for regions; and looking at the future. Findings -Finds that there is a gap that must be addressed. There are very few actual case studies that articulate how a knowledge economy is nurtured and operates on a regional and local basis. Originality/value -This article is based on the first conference, which was a remarkable convocation and springboard event and will be of interest to those in the field of intellectual capital.
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