A strategic model for measuring intellectual capital in Serbian industrial enterprises

Kontić, Ljiljana; Cabrilo, Sladjana

doi:10.2298/eka0983089k

Cited by 19 publications

(12 citation statements)

References 40 publications

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“…2, relational indicators are considered most useful, while structural indicators are considered least useful. This differs from the results of the research by Kontic andCabrilo (2009), andMiller et al (1999), which showed that human capital indicators were regarded as the most useful. Having said that, the latter study's results were similar to ours in a way that relational and human capital indicators were perceived to be more useful than structural capital indicators.…”

Section: Resultscontrasting

confidence: 94%

“…The highest rated items are connected to communication and exchange of ideas, adjustment to market changes, product quality, customer satisfaction, IT, and relationship with partners. After interviewing 109 higher managers from 13 large and medium sized companies belonging to different sectors in Serbia, Kontic and Cabrilo (2009) found that human indicators are more important than relational and structural IC indicators. The study revealed that the main drivers of human capital are motivation, experience, and efficiency.…”

Section: Knowledge-based Bioeconomy: the Use Of Intellectual Capital mentioning

confidence: 99%

“…The Republic of Serbia has adopted various strategies related to green and bioeconomy, such as National Sustainable Development Strategy, National Strategy on Sustainable Use of Natural Resources and Environment, and National Environmental Protection Programme. Many companies are to a greater or lesser extent committed to green economy and bioeconomy (UNDP, 2012), but to the authors' best knowledge, there have been only few pieces of research related to intellectual capital in food industry in Serbia or intellectual capital in general (Kontic and Cabrilo, 2009;Komnenic, Tomic and Tomic, 2010;Djekic, Dimitrijevic and Tomic, 2017). Small number of studies in Serbia, as opposed to numerous pieces of research related to intellectual capital in the European Union, indicates that this field has not been addressed sufficiently.…”

Section: Introductionmentioning

confidence: 99%

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Knowledge-Based Bioeconomy: The Use of Intellectual Capital in Food Industry of Serbia

Boljanovic¹,

Dobrijević²,

Cerović³

et al. 2018

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The main objective of this exploratory study was to identify and analyse the indicators of intellectual capital in food industry of Serbia. The study investigated managers' perceptions of their usefulness, practical application, and factors that influence them. The respondents were surveyed by means of a questionnaire. They were mainly top managers from 18 food organizations, committed to the bioeconomy paradigm. The survey items were divided into three subcategories, namely human, structural, and relational capital. The data were analysed by the SPSS 21 statistical software. The results show that all indicators were perceived as very important, relational capital indicators being the most useful of all. Of all individual items, employee motivation, market share, and employee satisfaction were perceived as the most important. This study provides a perspective on managing intellectual capital in bioeconomy.

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Section: Resultscontrasting

confidence: 94%

Section: Knowledge-based Bioeconomy: the Use Of Intellectual Capital mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Knowledge-Based Bioeconomy: The Use of Intellectual Capital in Food Industry of Serbia

Boljanovic¹,

Dobrijević²,

Cerović³

et al. 2018

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“…The aim of the Balanced Scorecard is to give managers a comprehensive view of the business and allow them to focus on critical areas. The concept of the balance scorercard is based on the assumption that the efficient use of investment capital is no longer the key determinant of competitive advantage, and that soft factors such as intellectual capital and knowledge creation are increasingly becoming more important [49].…”

Section: Models To Measure Intellectual Capitalmentioning

confidence: 99%

Achieving a Sustained Competitive Advantage in the South African Telecommunications Sector

Ngwenya¹

2017

ujm

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The sustainability of South African telecommunications companies is under threat. Such threats are as a result new regulations that allowed influx of new entrant in the form of ISPs (Internet Service Providers) and the emergent of over-the-top (OTT) applications in recent years. This research seeks to understand the factors that influence a sustained competitive advantage despite all the challenges in the telecommunications industry in South Africa. The research explained the relationship that exist between service quality and sustained competitive advantage as well as the relationship that exist between intellectual capital and sustained competitive advantage. The study looked at the influence from both an internal perspective and external perspective. The internal perspective analysed the three constructs that make up intellectual capital namely; human capital, structural capital and relational capital. The external perspective used the SERVQUAL model to analyse how customers perceive services they expect to get from the telco providers and how they perceive the services after an encounter with the telco provider. The SERVQUAL model looks at five constructs of service quality namely; tangibility, reliability, responsiveness, assurance and empathy. The results of the study show that in the telco industry, relational capital is the most important dimension of intellectual capital followed by human capital, with structural capital coming up last. On the service quality variable, the research shows that customers see assurance as the most important dimension of service quality. With this in mind, the telco companies need to focus on their relational capital and human capital which includes customers and suppliers. They also need to focus on the assurance and responsiveness part of service quality. These variables will then influence future behaviour of customers (external view) as well allow employees to forge relationships that are long lasting and develop skills continuously (internal view). These dimensions are critical for the telco providers to achieve a sustained competitive advantage.

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“…In some cases organizational changes can be riskier than strategic change. Fortunately, the organizational restructuring have been successful in 84.82% observed firms (Kontic, 2007). …”

Section: Internal Factorsmentioning

confidence: 99%

Innovation in the Manufacturing Sector: The Case of Serbia

2011

CBR

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The paper presents the results of research on innovation activities of manufacturing firms in Serbia. In order to answer the question how innovation takes place in one transition country, key influencing factors were identify (i.e., firm's size, age, ownership, industry sector, personnel qualifications and experience). Based on the analysis of a sample comprising 73 firms, the study tried to highlight certain innovation barriers, which may have a negative impact on the total efficiency of economic performance, and growth and development of manufacturing firms in Serbia. Comparing overall innovation activities of Serbian firms to the other transition countries, it can be concluded that majority of the firms had innovation performances below the level EU-27. This study draws out the potential contributions to existing literature of managing innovation in Serbia.

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A strategic model for measuring intellectual capital in Serbian industrial enterprises

Cited by 19 publications

References 40 publications

Knowledge-Based Bioeconomy: The Use of Intellectual Capital in Food Industry of Serbia

Knowledge-Based Bioeconomy: The Use of Intellectual Capital in Food Industry of Serbia

Achieving a Sustained Competitive Advantage in the South African Telecommunications Sector

Innovation in the Manufacturing Sector: The Case of Serbia

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