Assessing intellectual capital of a technology park

Given the repeated observation in which intellectual capital is an increasingly important component in determining the success of the company, it should be accepted that is not yet defined a model that has the consent of the business community, and scientific management. Analysis tools must be recognized by entrepreneurs and corporate executives to become more open in providing such information and there is an understanding that the information on these values can be an important factor of credibility and success for the company.

2016

Full Citation: Khavandkar, E., Theodorakopoulos, N., Hart, M. and Preston, J. (2016). Leading the Diffusion of Intellectual Capital Management Practices in Science Parks, In: H. SHIPTON, P. BUDHWAR, P. SPARROW and A. BROWN, eds., Human resource management, innovation and performance. Basingstoke: Palgrave Macmillan, Chapter 4., pp. 213-231. This chapter discusses how leadership interventions in science parks can promote the diffusion of intellectual capital management (ICM) practices. It focuses on how operationalization operationalisation of the different social interactions leads to the accommodation of suitable mechanisms for diffusion of those practices associated with ICM among tenants in of science parks, under the theoretical notion of the ecosystem. This issue is becoming important in the case of small and medium sized enterprises (SMEs), as intellectual capital is likely to be the key source of competitive advantage (European Commission, 2006; Huggins & Weir, 2012). SMEs generally have advantages over established companies in terms of learning (Davenport, 2005; Lee et al., 2010). In order to prevent science parks from becoming just real estate brokerage entities, managers and policy makers need to undertake a range of boundary-spanning activities to optimise the mobility of intangible and tangible knowledge and resources. This notion reflects the fact that science park management could, and should, harness ideas for strategic change when they seek to unleash an SME’s entrepreneurial potential. This chapter explores the ways in which leadership interventions in science park ecosystems may orchestrate tenants’ management insight and strategic foresight. It also outlines their contributions to the development of ICM practices in SMEs by propagating co-specialisation opportunities whilst understanding the cognitive consonance of the various roles played by tenants and other stakeholders in the science park ecosystem, not simply by resource or geography. This chapter is useful to the directors and CEOs of science parks for four primary reasons:. Ffirst, to clarify the relationships between the science park and its key players; second, to build an understanding of the different social mechanisms for diffusion of intellectual capital management practices; third, to understand the cognitive patterns in possible adaptation preferences and conditions within SMEs; and fourth, to educate managers about the types and roles of external agents’ involvements in the diffusion of ICM practices.

Human resource management, innovation and performance, 2016

Full Citation: Khavandkar, E., Theodorakopoulos, N., Hart, M. and Preston, J. (2016). Leading the Diffusion of Intellectual Capital Management Practices in Science Parks, In: H. SHIPTON, P. BUDHWAR, P. SPARROW and A. BROWN, eds., Human resource management, innovation and performance. Basingstoke: Palgrave Macmillan, Chapter 4., pp. 213-231. This chapter discusses how leadership interventions in science parks can promote the diffusion of intellectual capital management (ICM) practices. It focuses on how operationalization operationalisation of the different social interactions leads to the accommodation of suitable mechanisms for diffusion of those practices associated with ICM among tenants in of science parks, under the theoretical notion of the ecosystem. This issue is becoming important in the case of small and medium sized enterprises (SMEs), as intellectual capital is likely to be the key source of competitive advantage (European Commission, 2006; Huggins & Weir, 2012). SMEs generally have advantages over established companies in terms of learning (Davenport, 2005; Lee et al., 2010). In order to prevent science parks from becoming just real estate brokerage entities, managers and policy makers need to undertake a range of boundary-spanning activities to optimise the mobility of intangible and tangible knowledge and resources. This notion reflects the fact that science park management could, and should, harness ideas for strategic change when they seek to unleash an SME’s entrepreneurial potential. This chapter explores the ways in which leadership interventions in science park ecosystems may orchestrate tenants’ management insight and strategic foresight. It also outlines their contributions to the development of ICM practices in SMEs by propagating co-specialisation opportunities whilst understanding the cognitive consonance of the various roles played by tenants and other stakeholders in the science park ecosystem, not simply by resource or geography. This chapter is useful to the directors and CEOs of science parks for four primary reasons:. Ffirst, to clarify the relationships between the science park and its key players; second, to build an understanding of the different social mechanisms for diffusion of intellectual capital management practices; third, to understand the cognitive patterns in possible adaptation preferences and conditions within SMEs; and fourth, to educate managers about the types and roles of external agents’ involvements in the diffusion of ICM practices.

2017

Journal title: "Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie" ISSN 1506-2635 Abstract: The increasing investment in intangibles and the growth of markets of goods and services based on knowledge shows that these assets that comprise the intellectual capital are the key to strategic management of organizations in the knowledge economy. In increasingly competitive markets, where it is mandatory to innovate constantly, the value of products and services seems to depend more and more on the percentage of technology, knowledge and intelligence embedded in them. Given this reality, intellectual capital should be considered a strategic resource and the ability to manage it, a key factor for success. This study intends to address this issue reflectively, showing the importance of intellectual capital and its strategic management as a way of developing sustainable competitive advantage for organizations. Key words: intellectual capital, knowledge management, ...

Knowledge and Process Management

The purpose of this paper is to present an index that assesses the contribution of the intellectual capital (IC) to the value creation process of an organization. The index combines into a single measure the contributions of the individual IC elements on the basis of their strategic importance, their performance, and their reciprocal influence.Five steps, based on the Assessment and Management of Intellectual Capital (AMIC), are considered as essential to build up the index. First, a theoretical framework is developed to underpin the process of selection of the different IC categories. Then, further steps suggest how to aggregate, weigh, and normalize the value of the IC categories in order to build the AMIC index. The index has been implemented into the ‘Software’ community of innovation of Finmeccanica, which is the leading Italian group in Aerospace, Defence, and Security. We argue that the AMIC index can be successfully used to assess and verify the performance of the value crea...

The purpose of the present paper is to re-examine a number of major theoretical and empirical contributions in the field of intellectual capital with an attempt to identify the major components of intellectual capital. Today the concept of intellectual capital is increasingly recognized as one of the most important strategic assets of organizations in knowledge-based economy. In knowledge-based economy, modern and high tech enterprises not only focus on innovation of new products, services, marketing, research and development activities but also pay particular attention to the development and management of organization intellectual capital.

Management Science Letters, 2012

This paper presents a general review of intellectual capital literature, which includes definitions, components and indicators. We aim to gather a useful collection of indicators and definitions. After studying several related works from the literature, many definitions and indicators are identified and explain that choosing appropriate indicators depends on organizational targets. Every kind of organization can use this study to identify its more applicable and appropriate indicators to know about its intellectual capital. Identifying all of indicators in previous studies can help organization select right indicators for the organization.

Economics. Law. State, 2019

Knowledge itself is nothing new, since the beginning of time it has been an inherent element of human expe-rience. However, today, we are looking to explore this approach much more accurately from both theoretical and prac-tical sides [25, p. 362]. On the other hand, innovations as noted P.F. Drucker [12, p. 4] three centuries of advances in technology since 1688 since the invention of D. Papina [28, p. 126] steam engine, they can still be surprised. The first theories on intellectual capital (IC – Intellectual Capital) appeared already in the eighties [54], from then on, the set of models of intellectual capital classification has grown quite clearly, as evidenced by the list of measurement methods included in the Yogesh Malhotra report from 2003 [31]. Currently, these methods are still valid. In many works you can find their modification. The work presents considerations on intellectual capital, innovation and knowledge.

As the largest Research Technology Organization in Austria, Austrian Research Centers Seibersdorf (ARCS) published in 2000 the first Intellectual Capital Report for the whole organization. For Research Technology Organizations a challenge in an increasingly competitive environment is to evaluate and communicate their research and business activities and performance. With the Intellectual Capital Report*) ARCS wants to communicate the achievements and intangible value added it created during a period. To implement the Intellectual Capital Report, an integrated process oriented model that combines corporate strategy, corporate knowledge goals and knowledge processes with intangible results was developed and implemented. The basic model was developed in a cooperative effort of an internal team at ARCS and an external research institution namely the Department of International Management at Karl-Franzens-University. This paper will discuss the principles of reporting intangible assets in the context of a Research Technology Organization.

Abstract Purpose – The purpose of this paper is to develop a conceptual framework that can be used to formalise a reporting model for intellectual capital (IC). Design/methodology/approach – This paper proposes a reporting model with a formal definition and classifications of IC to analyse and report on the IC generated by a firm. Findings – This paper demonstrates that the field is maturing to one in which it is possible to analyse existing definitions and classifications of IC to construct a formal body of items that can be considered as IC for use in the study and application of IC. Practical implications – The paper presents a formal reporting model which can be used generally in the analysis of the IC generated from the production process of a firm. Originality/value – This study examines the characteristics of items that can be considered as IC in order to provide a formal classification system of IC that can be instilled in a reporting system which can be used generally in any organization that involves the use of IC.

Many nations are currently adopting a variety of directed strategies to launch and support the development of research parks. Science and technology research parks are seen increasingly as a means to create dynamic clusters that accelerate economic growth and international competitiveness. Technology parks represent the place of SME's development and the place of the most direct technological transfer. Research parks encourage greater collaboration among universities, research laboratories, and SMEs, providing a means to help convert new ideas into the innovative technologies for the market. They are recognized to be a tool to create successful new companies, sustain them and attract new ones, especially in the science, technology, and innovation sector. Universities, in turn, benefit by exposure to the business world. What all these parks have in common is that they are, at heart, knowledge partnerships that foster innovation. University research and science parks provide the launch pad that startup companies need when they are "spun out" from a university or company. The current state of development of technology parks in Bosnia and Herzegovina and possibilities of establishment of a new technology park in Sarajevo (Ilidža) region are analyzed in this paper.

Journal of Intellectual Capital, 2014

IMES, 2019

Purpose: The purpose of this paper is to investigate the link between intellectual capital and innovative development on the example of Russian regions. Design/methodology/approach: Authors have collected data on 85 Russian regions for the 2013-2016 years from Unified Interdepartmental Information and Statistical System (EMISS) and Federal State Statistics Service of the Russian Federation. Panel regressions with random effects were employed to estimate impact of intellectual capital, VAIC and their components on the indicators of regional innovative development. Findings: The regression analysis confirmed significant and positive impact of intellectual capital, VAIC, and their components on the indicators of innovative development of Russian regions. Human capital and its effectiveness have stronger impact on the innovative development of Russian regions than other components of intellectual capital and VAIC. Research/practical implications: The study results can be used by state bodies in the formation of innovative development strategies for future periods and in the development of measures to achieve the targets of the current strategy. Originality/value: This study empirically proved positive impact of intellectual capital, VAIC and their components on innovative development of Russian regions.

2017

Intellectual Capital is gaining importance in today's knowledge economy and plays a vital role in innovation, productivity growth, performance and competitiveness of organizations. The Intellectual Capital may include the following areas: human resources, organizational structure and processes, research and development, technology and rights related to intellectual property, and consumer networks and software providers. The purpose of this work is to measure the intellectual capital in an Algerian organization (or production system) using the Weightless Wealth Tool Kit “WWTK”. The results of the intellectual capital measurement are supplemented by traditional financial ratios. The measurement was applied to the National Company of wells Services (ENSP) in Hassi Messaoud city, in south of Algeria. We calculated the intellectual capital (intangible resources) of the ENSP to help the organization to better capitalize on its potential of workers and their know-how. The intangible va...