Measuring and analysing intellectual assets: an integrative approach

Abstract

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.

Managers’ perceptions of intellectual capital: An empirical study in the Tunisian context

“…It presents an empirical validation of the importance of intellectual capital to business success and in particular gaps such evidence for firms in the Tunisian context which is mainly based on SMEs. This study adds to the limited prior descriptive evidence in the area of the importance and contribution of intangible asset components (Hall, 1992;DiPiazza & Eccles, 2002;Litschka et al, 2006;Steenkamp & Kashyap, 2010). It documents that managers of Tunisian SMEs consider that the majority of the components of intellectual capital as "extremely important" and "very important" to the success of their businesses.…”

“…In fact, 67% of respondents attributed the skills and knowledge to human capital, 56% perceive the human capital as human resources (personnel) and 44% admit that intellectual capital means human capital. The percentage of respondents who have no notion attributed to human capital is negligible (Litschka et al, 2006).…”

“…As a result, nearly 90% of those interviewed confirmed their interest in the strategic importance of intellectual capital. Research center in human capital (CCHCR) also conducted empirical studies on this topic (Litschka et al, 2006). They conducted two surveys, one in 2000 and another in 2004.…”

“…In both periods, Austria 300 managers were asked to describe the importance they attach to the intellectual capital of their company and the exact meaning of the term they perceive "human capital". In the 2000 survey, 60% attach great importance to intellectual capital and 58% of respondents had no idea what the "human capital" means (Litschka et al, 2006). In the 2004 survey, most managers better recognize the term human capital.…”

Intellectual Capital Performance of the Commercial Banking Sector of Malawi

“…This fact is recognised globally hence the global market is progressively moving towards knowledge and technological innovation, seeking methods to boost competitive advantage (Maditinos et al, 2009). This signifies a shift from traditional work environment towards the situation that knowledge and skills of employees are the chief productive element in the economy (Litschka et al, 2006). Latif et al (2012) also recognised that 21 st century is a century of knowledge economy, as there is a move from production era to knowledge era and from production labour to knowledge worker.…”