...Year 2008 10.2478/v10061-008-0005-y Intellectual Capital Measurement Methods Jolanta Jurczak* Introduction Evolution of economy has caused important changes in activity of companies on the global market. Nowadays we are observing a growth the importance of intellectual resources as an effective tool for increasing corporate competitiveness. This fact has caused the need to manage companies and to measure their performance in a new way. Measuring Intellectual Capital is essential and very important in order to compare different companies, to estimate their real value or even to control their improvement year by year. Also to improve the way in which companies manage its intellectual resources that generate value and give back some benefits in consequences maximizing advantages for the company. Authors like Kaplan and Norton (1996), Stewart (1997), and Kerssens (1999) use phrases like “If you can’t measure it, you can’t manage it” to justify the search for new Measurement Methods.1 But to measure Intellectual Capital is necessary to determine exactly what the Measurement Methods are, which are the best and which the company should choose to evaluate its assets in proper way. Properly using Intellectual Capital Measurement Methods can cause the creation of competitive advantage and in consequence create development of the whole company at the present day. The Concept and Classification of Intellectual Capital Intellectual Capital (IC) are an increasingly important part...
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...INTELLECTUAL CAPITAL OVERVIEW The purpose of the article is to examine the result of intellectual capital towards financial aspects of organizational performance and what it constitutes of its performance indicator. Influence of intellectual capital on Hong Kong stock exchange, Australian financial sector, hotel industry, India pharmaceutical industry and its general impact on firms are discussed in this essay. The most famous methodology used was the value added intellectual coefficient policy, where regression models were made to inspect the association between IC and the corporate financial performance indicator. The results were positive and suggested that IC, was positively connected with success of productions by VAIC methodology. To be precise, structural capital was found to be the main component of IC. INTRODUCTION It has been acknowledged by different scholars that universally the financial sector is converting into knowledge and fact based and the value of financial sector is acquired from intellectual capital than just from physical capital. Although the significance of intellectual capital is repeatedly expanding but companies are confronting measurement difficulties. The growing gap was noticed among market price and the book price of numerous organizations which attracted consideration towards examining the worth absent from records. Various definitions of IC are given by different economist, academics and practitioners. Still not even a single meaning...
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... SUBJECT: TERM PAPER HUMAN CAPITAL TABLE OF CONTENT 1. INTRODUCTION 1 2. INTELLECTUAL CAPITAL 2 2.1 Definition of Intellectual Capital 2 2.2Characteristics of Intellectual Capital 2 2.3 Components of intellectual capital 3 2.3.1 Human Capital 3 2.3.2 Structural Capital 3 2.3.3 Relational External Capital 5 3. MANAGING INTELLECTUAL CAPITAL 7 3.1 Tacit knowledge 8 3.2 Explicit knowledge 8 4. MEASURING INTELLECTUAL CAPITAL 12 4.1 Why should Intellectual Capital be measured? 12 4.2 Why is intellectual capitalso hard to measure? 12 4.3 Methods for measuring intellectual capital 13 5. INTELLECTUAL CAPITAL REPORTING FRAMEWORKS 14 5.1 Balanced Scorecard 14 5.2 Intangible Assets Monitor (IAM) 14 5.3 Skandia Value Scheme (SVS) 15 5.4 Challenges in reporting intellectual capital 15 5.5 Challenges in disclosure of intellectual capital 16 6. VALUATION OF INTELLECTUAL CAPITAL 17 6.1 Value added approach 17 6.2 Value creation index 18 6.3 Valuation models 20 6.3.1 Traditional valuation models 20 6.3.2 Static valuation models 21 6.3.3 Dynamic valuation models 21 6.3.4 Real option models (ROM) 22 7. CONCLUSION 23 INTRODUCTION Capital, in the business context, refers to any asset that will produce...
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...governance. in the last there is a huge improvement coming in the corporate governance and there is a huge improvement in intellectual capital. Intellectual capital is a knowledge base economy such is land, labor and capital. Nowadays intellectual capital and corporate governance is a key of success of any organization and especially that organization that are knowledge base organization. (Quinn et al., 1996), Corporate governance is...
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...Value Network Analysis and value conversion of tangible and intangible assets Verna Allee Online version of Final Draft Published in Journal of Intellectual Capital Volume 9, No. 1, 2008, pp. 5-24 Verna Allee verna@vernaallee.com Published in Journal of Intellectual Capital Volume 9, No 1, 2008 pp. 5-24 Page 1 of 21 Introduction One of the most important and challenging questions in working with intangibles is, “How do we convert intangible assets such as human knowledge, internal structures, ways of working, reputation, and business relationships into negotiable forms of value?” Value network analysis offers a way to model, analyse, evaluate, and improve the capability of a business to convert both tangible and intangible assets into other forms of negotiable value, and to realise greater value for itself. Underlying this approach is an understanding that intangible, but nonetheless strong and dynamic relationships, and the intangible assets that make up and have an impact on those relationships, are the foundation of any successful business endeavor. Indeed, the future success of a company or organisation as a whole depends on how efficiently a company can convert one form of value into another. An example of value conversion occurs when an intangible asset such as professional expertise is converted into a more negotiable form of value, perhaps in the form of consulting services. The conversion dynamic also applies to value realisation. An example is when...
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...X xÃGvsrÃSrrh puÃIrxÃurÃTrqvuÃHvv ÃsÃU hqrÃhqÃDq ÃhqÃurÃTrqvuÃQiyvpÃSryhvÃ6pvhv 6Ãs r Ãr vÃsÃuvÃhr ÃhÃqryvr rqÃÃurÃP@89Ãvà ((' ÃUurÃhu ÃhÃÃuhxÃGrÃTuhÃhqÃHhvÃTxtÃs ÃvtvsvphÃp vivÃÃurà rrÃhr +XPDQ 5HVRXUFH &RVWLQJ DQG $FFRXQWLQJ YV WKH %DODQFHG 6FRUHFDUG $%675$&7 In the present paper conclusions are drawn from literature whose goal was to put information on intangibles into financial and non-financial frameworks. The analysis primarily focuses on two concepts: The human resource management oriented concept called Human Resource Costing and Accounting (HRCA) and the strategic management oriented concept called Balanced Scorecard (BSC). Despite numerous articles and books on theoretic views and models to capture intangibles in a tangible way, little is known about the outcome of HRCA and BSC. Theoretical elaboration about possible effects is not rare, but investigations are scarce when it comes to financial...
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...Intellectual Capital Disclosure Practices and Effects on the Cost of Equity Capital: UK Evidence Researchers: Musa Mangena Richard Pike Jing Li Intellectual Capital Disclosure Practices and Effects on the Cost of Equity Capital: UK Evidence by Musa Mangena Richard Pike Jing Li University of Bradford Published by The Institute of Chartered Accountants of Scotland CA House, 21 Haymarket Yards Edinburgh EH12 5BH First Published 2010 The Institute of Chartered Accountants of Scotland © 2010 ISBN 978-1 904574-14-9 EAN 9781904574149 This book is published for the Research Committee of The Institute of Chartered Accountants of Scotland. The views expressed in this report are those of the authors and do not necessarily represent the views of the Council of the Institute or the Research Committee. No responsibility for loss occasioned to any person acting or refraining from action as a result of any material in this publication can be accepted by the authors or publisher. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopy, recording or otherwise, without prior permission of the publisher. Printed and bound in Great Britain by T. J. International Ltd. C 1. ontents Foreword ...................................................................................... i Acknowledgements ......................................................
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...the ‘market for information’. John Holland, University of Glasgow, Jo Danbolt, University of Edinburgh, Lei Chen, University of Keele. John Holland, University of Glasgow, The Adam Smith Business School, University of Glasgow, Main Building, Glasgow, G12 8QQ, Scotland Abstract: This paper develops a model of the information intermediation role of analysts in the ‘market for information’ (MFI). It illustrates how the same type of ‘soft’ intangibles information changes as it progresses through analyst information intermediation processes. The latter concern: company disclosure; analyst acquisition and analysis of company information; analyst reporting processes; and market impacts. The common information concerns ‘soft’ or qualitative information about the company intellectual capital (IC) or intangibles in the company business model. Banks and bank analysts are used as examples. Knowledge, social and economic factors in the wider ‘market for information’ (MFI) are shown to be major influences on ‘soft information’ and how it changes in analyst information intermediation processes. Negative knowledge and social factors play a role in weakening and eventually destabilising economic processes in analyst and the MFI. They were important factors in creating knowledge and information problems in analysts and the MFI, both ongoing, and during the crisis of 2007-09. These factors are also part of a solution to the problems. The solutions include improved, transparent knowledge...
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...for advice arises) 1.5 (Xiao & Fu 2009) 1.5 Table 1.1 - Characteristics Of Different Sized Organisations 1.6 (SE MSE LE - organisation, strategy, customer/community, financial, governance, work force, IT processes) 1.6 Requests For Advice: Operational - Srategic - Global 1.7 (improving operational performance, greater strategic role, globally relevant issues) 1.7 Example 1.1: A Busniess Dilemma 1.7 Counterpoint (opposing arguement, soft skills, first: make the right decision about the services they perform - second:) 1.7 Providing And Implementing Advice (technical skills, soft skills) 1.8 Figure 1.1 - Providing Business Advisory Services 1.8 (issue, requirement, request, investigation, advice, decision, implementation) 1.8 (recommend actions should be well supported, identify key stakeholders) 1.9 Figure 1.2 - The Chain Of Events For Business Advisory Services) 1.9 Example 1.2: Succession Plan - Please Help 1.9 Accounting Roles 1.10 (5 roles as identified by the International Federation of Accountants) 1.10 Example 1.3: Specialist Accounting Roles 1.11 Providing Strategic Advice 1.12 (accounting roles either: reactive or proactive) 1.12 Example 1.4: The First Strategic Decision 1.12 (Hertz, Beasley & White 2009) 1.12 (types advice provided by accoutants: financial management, productivity...
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...Change Intellectual capital and new product development performance: The mediating role of organizational learning capability Ya-Hui Hsu a,⁎, Wenchang Fang b,1 a b Department of Business Administration, Ming Chuan University, 11F, No.318, Fuhe Rd., Yonghe City, Taipei 234, Taiwan Department of Business Administration, National Taipei University, 69, Sec 2, Jian-Kuo N. Rd, Taipei 104, Taiwan a r t i c l e i n f o a b s t r a c t Previous studies rarely examined the relationship between intellectual capital and organizational learning capability. Moreover, most studies neglect the mediating effect of organizational learning capability in the relationship between intellectual capital and new product development performance. This study uses interviews and the survey method to discuss the relationships governing intellectual capital, organizational learning capability, and new product development performance. Results are based on empirical data from Taiwan's IC design industry, and are generated by the Partial Least Squares (PLS) method. Results show that human capital and relational capital actually improve new product development performance through organizational learning capability. Although structural capital positively affects organizational learning capability, managers should pay attention to possibly negative effects of structural capital on new product development performance. Relational capital is the greatest factor among these three types of intellectual capital...
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...Today the organizations have to realized the strategic impact in managing intangible assets. Such intangible assets like brands, corporate reputation and organizational’s work culture, have most important sources to gain sustainable competitive advantage.This cability in build and leverage the value of intangible assets shapes the core organizational competency, and recognized as intellectual capital (IC), which has become the most wealth creator in organizations. In other words, the performance of organizations will be determined by their IC. The decison makers must deeply understood that IC for now becoming a major source to have organizational’s sustainable competitive advantage, which proven as the fundamental steps of successful business....
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...LEONG CHAI HUA | 226152 | YEOH CHOOI CHYI | 226156 | POOGANESWARY KESAVAN | 226298 | SUBMISSION DATE: 5TH MAY 2015 Table of Contents 1.0 Introduction 1 2.0 Literature Review 2 2.1 Gaining Competitive Advantage Through Human Resources Management Practice 2 2.2 Human Resources Development: Performance Is The Key 4 2.3 An Intellectual Capital Perspective of Human Resource Strategies and Practices 5 2.4 Influence of Supervisory Feedback on Goal Orientation of Employees 8 2.5 Human Resources Now More Than Personnel 10 2.6 New Developments in Employee Training 12 2.7 Managing Human Capital in a Privately Owned Public Hotel Chain 14 2.8 Strategic Human Resources Management: Where Do We Go From Here? 16 2.9 Motivation of the Human Resources for a Sustainable Organizational Development 18 2.10 The Effect of Human Resource Management Practice on Corporate Perfomance: A study of Graphic Communications Group Limited 19 3.0 Objective of the Study 20 4.0 Methodology 21 5.0 Findings 22 5.1 Recruitment 22 5.2 Job Training 24 5.3 Privileges and Rewards 26 5.4 Employee Turnover Rate in UPSB 27 5.5 Employee Performance Measurement 29 5.6 Communication between Employee and Employer 32 6.0 Limitation 34 7.0 Recommendation 35 8.0 Conclusion 36 9.0 References 37 10.0 Appendix 39 10.1 Questions of interview 39 10.2 Log Book 40 10.3 Photo during interview 42 10.4 Articles 42 1.0 Introduction Uniutama Property Sdn...
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...P A R T 1 Venture Opportunity, Concept, and Strategy Entrepreneurs have important roles in creating new businesses that fuel progress in societies worldwide. The entrepreneur uses innovation and technology to foster positive impact and activity in all facets of life. The capable entrepreneur learns to identify, select, describe, and communicate the essence of an opportunity that has attractive potential to become a successful venture. The entrepreneur is able to describe the valuable contributions of a venture and create the design of a business model that can be sustained by a competitive advantage. The venture team creates a road map (strategy) that can, with good chance, effectively lead to the commercialization of the new prod-uct or service in the marketplace with a sustainable competitive advantage. ■ C H A P T E R 1 Economic Growth and the Technology Entrepreneur There are risks and costs to a program of action. But they are far less than the long-range risks and costs of comfortable inaction. John F. Kennedy |||||What drives global entrepreneurship?|| |C H A P T E R O U T L I N E|||| ||||| |||||ntrepreneurs strive to make a difference in|| 1.1|The Entrepreneur’s Challenge|||| 1.2|The Entrepreneur||our world and to contribute to its better-|| ||Ement. They identify opportunities, mobi-|| 1.3|Economics and the Firm||| |||lize resources, and...
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... Solomon Appel Robert H. Ashton Reza Barkhi Metropolitan College of New York, New York, NY, USA Fuqua School of Business, Duke University, Durham, NC, USA Pamplin College of Business, Virginia Polytechnic Institute and State University, Blacksburg, VA, USA School of Management, University of Michigan-Dearborn, MI, USA College of Business Administration, San Diego State University, San Diego, CA, USA Department of Accounting, University of Arkansas at Little Rock, AR, USA Zicklin School of Business, CUNY – Baruch College, New York, NY, USA Belk College of Business, University of North Carolina at Charlotte, NC, USA College of Business and Economics, West Virginia University, Morgantown, WV, USA RSM Erasmus University, Department of Financial Management, Rotterdam, The Netherlands Mohamed E. Bayou Chee W. Chow Cynthia M. Daily Harry Z. Davis Nabil Elias Arron Scott Fleming Frank G. H. Hartmann vii viii LIST OF CONTRIBUTORS Fred A. Jacobs Frances Kennedy James M. Kohlmeyer, III Leslie Kren John Y. Lee Michael S. Luehlfing Adam S. Maiga School of Accountancy, Georgia State University, Atlanta, GA, USA Department of Accountancy and Legal Studies, Clemson University, SC, USA College of Business, East Carolina University, Greenville, NC, USA School of Business, University of Wisconsin, Milwaukee, WI, USA Lubin School of Business, Pace University, Pleasantville, NY, USA School of Professional Accountancy, Louisiana Tech University, LA, USA School of Accounting...
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...TABLE OF CONTENTS 1. EXECUTIVE SUMMARY 3 1. OVERVIEW OF ACTIVITY 4 Activity Objectives 4 Reasons for Proposing the Activity Now 4 Impact if the Activity is not Approved 4 Expected Outputs 4 Performance Measurement 4 Conclusion 4 3. NEEDS ANALYSIS 5 Overview 5 Market Analysis 5 Situation Analysis 5 Competitor Analysis 5 Environmental Analysis 5 Output Analysis 5 Conclusion 6 4. CONSULTATION 7 5. INTELLECTUAL PROPERTY 8 Assignment of Intellectual Property 8 New Intellectual Property 8 6. COST/BENEFIT ANALYSIS 9 Budget 9 Benefits 9 Insurance 9 Taxation 9 Competitive Neutrality (Applicable to activities delivered within Australia only) 9 Staffing Requirements and Costs 10 New Staff 10 Staffing located at Third Party 10 7. DUE DILIGENCE ASSESSMENT (ONLY IF THIRD PARTY INVOLVED) 11 Description of third party 11 Location of Third Party 11 Governance of Third Party 12 Financial Viability and Sustainability 12 Academic Experience and Capability 12 Conclusion 12 8. RISK ASSESSMENT (incl corruption assessment) 13 Conclusions 13 9. GOVERNANCE, MANAGEMENT AND LEGAL 14 Legal structure 14 Compliance Obligations 14 Management Plan 14 Audit of Activity 14 Conclusions 14 11. TIMELINES AND REPORTING 15 1. EXECUTIVE SUMMARY In this section, provide a concise overview of what you are proposing and why it should be supported. This...
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