Deriving Intellectual Capital Bottom-Line in Professional Service Firms

Rehman, Junaid; Hawryszkiewycz, Igor; Sohaib, Osama; Namisango, Fatuma

doi:10.4018/ijkm.2021040105

Cited by 9 publications

(3 citation statements)

References 78 publications

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“…Much of the researchers consider the importance of evaluating intellectual capital by a system of balanced scores, in particular (Kaplan R. S., Norton D. P. (1996). Rehman J., Hawryszkiewycz I., Sohaib O., Namisango F. (2021) the importance of implementing measures that enhance skills, motivation and capabilities is empirically proved, which provides growth of intellectual capital and competitive advantage. Gupta, K., Raman, T. V. (2021) used the modified value-added intellectual coefficient (VAIC) as an opportunity to measure intellectual capital and return on assets to measure the financial performance of firms.…”

Section: Methodsmentioning

confidence: 99%

Methodical approaches to evaluation of intellectual capital of enterprises

Yepifanova

Hladka

2021

VUZF

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The intellectual capital that allows you to form a strong competitive advantage and is crucial for the successful existence of any enterprise. The purpose of the article is to generalize the methods of intellectual capital valuation. The existing methodological approaches to evaluation of the intellectual capital of the enterprise have been systemized in the article. The experience has been summarized and the analysis of methodical approaches to evaluation of intellectual capital has been carried out. Indicators for the analysis of human, organizational, client and social capital of intellectual capital have been distinguished. The most used approaches for estimating intellectual capital, their calculation mechanism and groups of methods have been determined. Thus, today there are several basic approaches to valuing intellectual capital (cost; income; market), as well as a significant number of methods for estimating the value of intellectual capital of the enterprise. However, there is no single common approach or methodology for evaluating intellectual capital. One of the most promising and convenient methods of evaluating intellectual capital is the Balanced Scorecard (BSC), which includes: finance; customers; internal business processes; innovation, training and professional growth. It is proposed to add an indicator of “communicative competence” of both personnel and management of the enterprise to the component “training and professional growth”, because the process of information transfer is the basis for successful operation of the enterprise and directly affects the formation and increase of intellectual capital.

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Section: Methodsmentioning

confidence: 99%

Methodical approaches to evaluation of intellectual capital of enterprises

Yepifanova

Hladka

2021

VUZF

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“…In the literature on strategic human resource management work practices have been discussed extensively in the context of high-performance work systems, generally in relation to the diffusion of Japanese-style organisational work practices in the US and Europe. Highperformance organisational practices and arrangements are seen as enhancing a firm's capacity for making incremental improvements to efficiency and quality (Arundel et al 2007;Rehman et al 2021). These practices tend to centre on increasing employee involvement in problem solving and decision-making.…”

Section: Organisational Work Practicesmentioning

confidence: 99%

Organising for Innovation in Professional Services Firms: Econometric Evidence From the Uk

Bourke

Roper²,

Love

2021

Int. J. Innov. Mgt.

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Undertaking innovation involves a range of different activities from ideation to the commercialisation of innovations. Each activity may have very different resources and organisational requirements, however, most prior studies treat innovation as a single un-differentiated activity. Here, using new survey data for professional service firms (PSFs) in the UK, we are able to examine separately how a range of organisational work practices influence success in ideation and commercialisation. In particular, we use principal component analysis (PCA) to identify and compare the benefits of four groups of organisational work practices relating to strategy & information sharing, recruitment & training, work flexibility & discretion and culture & leadership. Strong contrasts emerge between those work practices that are important for success in ideation and commercialisation. Work practices linked to culture & leadership are important for ideation activities, while strategy &information sharing practices are more strongly associated with commercialisation success. The results suggest clear managerial implications depending on the priority

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“…Although knowledge-intensive organisations (KIOs) are main players in the economy (Liu et al, 2020), for their significant contribution to the global economy's growth (National Science Board National Science Foundation [NSB/NSF], 2022), their strategic management is a challenge in the academic area, as well as in the corporate world (Rehman et al, 2020). Rehman et al (2021) indicate that their study has been really limited. For Murphy and Seriki (2021), little attention has been paid to study these companies, which is confirmed by Bandarian (2020), who affirms that more studies are required to explain the construction of competitive advantage (CA) in those businesses, mainly in emerging markets (Mathew et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

Role of internal resources on the competitive advantage building in a knowledge-intensive organisation in an emerging market

Amaya

Bernal-Torres

Nicolás-Rojas³

et al. 2022

VJIKMS

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Purpose This study aims to analyse the way the internal resources and their attributes contribute to the competitive advantages in an intensive organisation in knowledge of the pharmaceutical industry in an emerging market. Design/methodology/approach This is a qualitative case study focused where the NVivo software was used for information analysis and thematic analysis. Findings The outcomes showed that from the VRIO framework (value, rarity, imitability and organisation), the plant and equipment and the technical knowledge of its workers are the resources that, due to their attributes, especially the rare, those that grant an advantage competitive position compared to other companies in its sector. Those findings highlight that the resource-based view (RBV) is a good approximation to explain the construction of competitive advantage (CA) and, in addition, the relevance of rare attribute in pharmaceutical companies was confirmed. Practical implications The study points out empirical evidence on the relevancy of RBV, from the VRIO framework and the competitive profile matrix (CPM) for the analysis of the management of organisations from the emerging market (economy) perspective. The study also provides competitive advantage analysis tools with which managers can identify strategic resources for their companies. Originality/value The VRIO framework and CPM were integrated in the study to analyse the role of internal resources and their attributes in achieving CAs. This integration is the first time that it has been carried out in companies in the context of an emerging market.

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Deriving Intellectual Capital Bottom-Line in Professional Service Firms

Cited by 9 publications

References 78 publications

Methodical approaches to evaluation of intellectual capital of enterprises

Methodical approaches to evaluation of intellectual capital of enterprises

Organising for Innovation in Professional Services Firms: Econometric Evidence From the Uk

Role of internal resources on the competitive advantage building in a knowledge-intensive organisation in an emerging market

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