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.
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