PurposeThe purpose of this paper is to provide a quantitative assessment model for intellectual capital in companies.Design/methodology/approachA brief historical review of former approaches to evaluate intellectual capital construction of a new formula for an intellectual capital value. A possible empirical survey of influence factors on intellectual capital is suggested. Both, taken together, are the grounding of an integrative management model for intellectual capital still to be developed.FindingsShows that a quantitative figure for intellectual capital can be found and that such a figure is needed to convince managers and the public of the usefulness of activities to promote intellectual (and especially human) capital.Research limitations/implicationsA quantitative measure can never picture the complete interrelations of organizational development, influence factors on intellectual capital, and performance of employees. The formula can only be a starting‐point for management and further research. Possible management tools are only touched on briefly.Practical implicationsGives the manager a tool to argue his decisions regarding the promotion of human and intellectual capital. Managers talk about figures and often dislike purely philosophical arguments. Their awareness of the topic can be raised.Originality/valueEven though there is a growing scientific body of quantitative models for measuring intellectual capital, this paper uses a new approach: the usage of approximation factors for motivation, commitment and job satisfaction in one formula.
Abstract:This paper is the result of an empirical research project analysing the decision behaviour of Austrian managers in ethical dilemma situations. While neoclassical economic theory would suggest a pure economic rational basis for management decisions, the empirical study conducted by the authors put other concepts to a test, thereby analysing their importance for managerial decision making: specific notions of fairness, reciprocal altruism, and commitment. After reviewing some of the theoretical literature dealing with such notions, the paper shows the results of an online survey working with scenarios depicting ethical dilemma situations. By judging such scenarios the respondents showed their preference for the named concepts, though with different degrees of confirmation.The results (with all limitations of an online survey in mind) support the theoretical work on the named concepts: Fairness elements (including Rawlsian principles of justice and an understanding of fairness as conceived by a reference transaction) play a major part in management decisions in ethical dilemma situations. Also, commitment as a behaviour that sticks to rules even if personal welfare is negatively touched, and reciprocal altruism as a cooperative behaviour that expects a reciprocal beneficial action from other persons have been concepts used by Austrian managers when analysing ethical dilemmas. The article also tries to put the results into a comparative perspective by taking into account other studies on ethical decision factors conducted with e.g. medical doctors or journalists, and by discussing intercultural implications of business ethics.
In this article, the implications and application possibilities of the capability approach by Amartya Sen for normative discussions about media policy are explored. It gives an overview of some important streams of heterodox political-economic approaches in economics and their role in a “mediatized” world and centers on two concepts of major interest for media policies: the potential media capabilities can have for media users in a mediatized economy, and the important role of publicity and mass media when questions of justice are concerned. For both issues, the capability approach offers interesting insights from a political-economic perspective.
Purpose -The aim of this paper is to give theoretical and empirical arguments for new forms of communication and structure of organizations within the media and information society. Organizations must legitimate their "licence to operate" through social discourses and stakeholder communication. Possibilities to institutionalize ethics within organizations and possible barriers to such a programme are analysed. Design/methodology/approach -First, some theoretical arguments as to why mediatisation challenges organizations to prove ethical commitment are depicted, using a rights-based and social contract approach. Second, empirical examples for structural and communicational barriers in Austrian companies show possible practical constraints. Findings -Theoretical findings refer to the usefulness of applying business ethical models (especially rights-based, and social contract models) to reorganize mediatised organizations. Empirical findings concern the lack of institutionalized ethics management in companies and the corresponding problem of "PR-style" communication instead of stakeholder discourses.Research limitations/implications -The research reported in one section of the paper relies on the qualitative survey of 14 experts in different branches of the Austrian economy. While interviews can give a picture on how respondents understand the relevant research question and construct the respective reality, they are far from providing a representative picture of communicative ethical problems in mediatised organizations. Practical implications -Practical consequences should be possible, if companies understand the mediatised and communicative nature of their relationship with society and stakeholders and therefore react to that challenge by building up reputation through ethics management. Originality/value -The paper gives new insights to the important relationship between organizations and the public and shows how, e.g. enterprises can legitimate their business models and secure their long-term existence. New empirical research concerns cases from Austrian companies.
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