Proceedings of the 3rd European Conference on Intellectual Capital

Florinda Matos et al.
The networks and new technologies are very important, especially in interaction with various
stakeholders.
However, <strong>the</strong> company recognizes that <strong>the</strong> networks facilitate <strong>the</strong> flow and sharing <strong>of</strong> knowledge, but
sometimes do not work.
Innovation though existing (incremental and disruptive) is not translated in <strong>the</strong> registration <strong>of</strong>
trademarks and patents, which means that <strong>the</strong> company has some difficulty in defending itself from
competitors.
The exchange <strong>of</strong> ideas and suggestions, coupled with <strong>the</strong> recognition given to <strong>the</strong>se elements is a
key element <strong>of</strong> <strong>the</strong> firm's innovative capacity.
The appreciation <strong>of</strong> <strong>the</strong> expertise <strong>of</strong> employees enables a greater commitment to organizational
efficiency and effectiveness.
Despite <strong>the</strong> turnover, corresponding to <strong>the</strong> difficulties <strong>of</strong> <strong>the</strong> tasks, it appears that <strong>the</strong>re is a particular
emphasis on <strong>the</strong> retention <strong>of</strong> people, which results from training programs, performance assessment
and career management.
The focus on internal and external clients also seems to contribute to organizational stability.
The company has a lot <strong>of</strong> attention with all that has to do with food safety because <strong>the</strong>ir success or
failure depends on <strong>the</strong> security guarantees given. The certificates represent <strong>the</strong> food stamp
guarantee.
Internationalization is not a current goal <strong>of</strong> <strong>the</strong> company, since <strong>the</strong>y are constrained by global
strategic guidelines <strong>of</strong> its economic group.
6. Final conclusion
This survey, conducted in <strong>the</strong> context <strong>of</strong> <strong>the</strong> case study Yin (2003), using <strong>the</strong> Model <strong>of</strong> Intellectual
Capital has allowed us to verify that it is possible to audit <strong>the</strong> management <strong>of</strong> intellectual capital in <strong>the</strong>
food business. We could also conclude that <strong>the</strong>re is a direct relationship between <strong>the</strong> quality <strong>of</strong> food
control and management <strong>of</strong> intellectual capital.
For <strong>the</strong> company studied we conclude that when <strong>the</strong> tacit knowledge <strong>of</strong> individuals is transformed into
explicit knowledge <strong>of</strong> <strong>the</strong> team, which is formalized in processes and operationalized in customer
satisfaction, <strong>the</strong>re is <strong>the</strong> improvement <strong>of</strong> food control.
When <strong>the</strong> knowledge <strong>of</strong> <strong>the</strong> team becomes explicit, it allows <strong>the</strong> development <strong>of</strong> organizational
memory, which facilitates <strong>the</strong> improvement in view <strong>of</strong> Total Quality.
The continued focus on customer satisfaction is achieved through interaction between <strong>the</strong> structural
capital and tacit knowledge.
Intellectual capital management is thus a factor <strong>of</strong> competitive advantage in <strong>the</strong> food industry.
To consolidate <strong>the</strong> results, it will be important to conduct fur<strong>the</strong>r research in a larger universe <strong>of</strong>
similar companies.
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