A conversation with Göran Roos

Abstract

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.

Intellectual Capital: Perception of Public and Private Sector Knowledge-Based Organizations in Pakistan

“…An extension of the RBV is knowledge based perspective of the competitive advantage (Grant, 1996;Nonaka & Takeuchi, 1995), based on the assumption that, knowledge is the most important resource in complex dynamic environments (Drucker, 1993;Nonaka & Takeuchi, 1995) and knowledge is seen as the core of wealth value creating activities. According to Roos, Bainbridge, and Jacobsen (2001), this concept was further developed by Edvinsson (1997), Roos & Roos (1997), Chatzkel (2002), and Pike, Rylander, and Roos (2001), as the intellectual capital perspective of the firm. The IC perspective views the intangible assets (human, structural and relational capital), unique to a particular organization as the source of value creation.…”

Intellectual Capital and Uncertainty of Knowledge: Control by Design of the Management System

“…These core competencies allow an organization to find a better fit with its external environment to withstand competitive forces. While an organization can have many capabilities, those that are widespread and successful in differentiating the organization from its competitors (thus making it unique or difficult to imitate) can be called core competencies (Barney, 2001;Chatzkel, 2002;Hamel and Prahalad, 1994;Leonard-Barton, 1992;Prahalad and Hamel, 1990). These competencies evolve from stocks of human knowledge, supported by organization structures, processes, and relationships.…”

The hidden value of sporadic customers in e‐retailing

“…This behavior may lead the firms to make strategic mistakes as well as perpetuate managerial errors, such as high spending for retention of unprofitable customers or failing to perceive the importance of a high-value sporadic consumer (Dowling and Uncles, 1997;Schultz and Hayman, 1999;Reinartz and Kumar, 2000, 2002, 2003.…”