The IC‐dVAL approach

Abstract

Over the last five years several frameworks have been suggested for the development of corporate' competitive advantage, on the basis of their intangible resources. These frameworks are mainly managerially oriented; they require the design of a set of metrics dealing with organisational inputs. Hence the importance of making the link between internal and external perspectives, especially those related to financial performance. Making such a link is the main aim of the intellectual capital dynamic value (IC-dVALw) approach, which integrates four dimensions for measurement-inputs, processes, assets, and outputs-and defines ad hoc metrics for measuring intellectual capital in a dynamic way. This approach is now used at the corporate level in several contexts. It is also under consideration for implementation at the mesoeconomic and even the macroeconomic levels. The paper also presents how such an approach can be used at the country level, especially in Europe.

Intellectual capital disclosure in private sector listed companies in India

“…Accordingly, the extent of all disclosures by Vergauwen et al () seems to be greater than that of our study. Note that sample firms in Vergauwen et al () were from three countries (Sweden, the United Kingdom, and Denmark) with a relatively high IC performance index (Bonfour, ). Their sample includes the top 20 firms from each country by market capitalisation.…”

Knowledge Management in Higher Education: a comparison of individualistic and collectivist cultures

“…This appears to contradict the OECD (2001) view that intellectual wealth resides, inter alia, in teamwork and communication skills and the results of research illustrating the impact of social factors (Hersh & Moss, 2004) on the ‘transformation process’ (Slack et al. , 1998), a process model in which inputs are transformed into outputs and which has been applied to the IC process (Bonfour, 2003). As a consequence of this neglect, the potential impact of social factors on research output has been overlooked.…”

“…Early calls for greater investigation of academic labour processes (Oshagbemi, 1996) appear not to have been pursued, possibly on account of the view that 'management practices do not act directly as drivers of intellectual capital' (Castellanos et al, 2004). This appears to contradict the OECD (2001) view that intellectual wealth resides, inter alia, in teamwork and communication skills and the results of research illustrating the impact of social factors (Hersh & Moss, 2004) on the 'transformation process' (Slack et al, 1998), a process model in which inputs are transformed into outputs and which has been applied to the IC process (Bonfour, 2003). As a consequence of this neglect, the potential impact of social factors on research output has been overlooked.…”

Strategic Changes in Transnational Corporations as an Adjustment to the Challenges of the 21st Century

“…Individual researchers focus on their preferred approaches e.g. : the role of the internationalization process (Daszkiewicz & Wach, 2014); the role of intellectual capital and the innovation model (Sveiby, 2015;McCutcheon, 2008;Bounfour, 2003); the role of entrepreneurship in the context of internationalization and globalization (Wach, 2015) and so on. Others seek to create holistic approaches -the management based on an effective implementation of the concept of sustainable development (Pike & Roos, 2000;Viedma, 2001).…”