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Proceedings of the 3rd European Conference on Intellectual Capital

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Helena Santos-Rodrigues et al.<br />

Our company has a work envir<strong>on</strong>ment that encourages <str<strong>on</strong>g>the</str<strong>on</strong>g> active participati<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g> people in <str<strong>on</strong>g>the</str<strong>on</strong>g><br />

company's innovati<strong>on</strong><br />

There is a high degree <str<strong>on</strong>g>of</str<strong>on</strong>g> trust between <str<strong>on</strong>g>the</str<strong>on</strong>g> people <str<strong>on</strong>g>of</str<strong>on</strong>g> our company<br />

All employees are viewed as "peers"<br />

Our employees are open to reveal <str<strong>on</strong>g>the</str<strong>on</strong>g>ir true thoughts and ideas and innovative soluti<strong>on</strong>s through<br />

formal and informal interacti<strong>on</strong>s with o<str<strong>on</strong>g>the</str<strong>on</strong>g>r members<br />

Our employees enjoy participating in creative discussi<strong>on</strong>s<br />

Our employees trust <str<strong>on</strong>g>the</str<strong>on</strong>g> people who make strategic decisi<strong>on</strong>s<br />

Our partners rely <strong>on</strong> <str<strong>on</strong>g>the</str<strong>on</strong>g> company's functi<strong>on</strong>al directors<br />

Our employees trust <str<strong>on</strong>g>the</str<strong>on</strong>g> organizati<strong>on</strong><br />

There are groups <str<strong>on</strong>g>of</str<strong>on</strong>g> improvements that facilitate business innovati<strong>on</strong><br />

Our employees make innovative suggesti<strong>on</strong>s<br />

The suggesti<strong>on</strong>s made by employees are mostly implemented<br />

In our company <str<strong>on</strong>g>the</str<strong>on</strong>g>re is innovati<strong>on</strong>-oriented department (R & D, Quality, or o<str<strong>on</strong>g>the</str<strong>on</strong>g>r)<br />

We managed to extract value from <str<strong>on</strong>g>the</str<strong>on</strong>g> innovati<strong>on</strong> process<br />

Our company has a set <str<strong>on</strong>g>of</str<strong>on</strong>g> processes and procedures focused <strong>on</strong> promoting learning and<br />

innovati<strong>on</strong><br />

Our company has a good collecti<strong>on</strong> system and implementati<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g> new ideas<br />

We use detailed descripti<strong>on</strong>s <str<strong>on</strong>g>of</str<strong>on</strong>g> <str<strong>on</strong>g>the</str<strong>on</strong>g> work (job descripti<strong>on</strong>s), procedures and policies to guide <str<strong>on</strong>g>the</str<strong>on</strong>g><br />

acti<strong>on</strong>s <str<strong>on</strong>g>of</str<strong>on</strong>g> employees<br />

Most business decisi<strong>on</strong>s must be approved by senior management<br />

Our employees are hired and trained to perform a specific task in a specific department.<br />

Innovativeness<br />

Our company introduces many innovati<strong>on</strong>s in management or administrati<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g> significant importance<br />

We introduce our company important management innovati<strong>on</strong>s that would improve <str<strong>on</strong>g>the</str<strong>on</strong>g> pr<str<strong>on</strong>g>of</str<strong>on</strong>g>its <str<strong>on</strong>g>of</str<strong>on</strong>g><br />

<str<strong>on</strong>g>the</str<strong>on</strong>g> enterprise<br />

Our company introduced many innovati<strong>on</strong>s in <str<strong>on</strong>g>the</str<strong>on</strong>g> product market <str<strong>on</strong>g>of</str<strong>on</strong>g> significant importance<br />

The importance <str<strong>on</strong>g>of</str<strong>on</strong>g> new products in total sales has increased substantially in recent years<br />

Our company developed and introduced many innovati<strong>on</strong>s in <str<strong>on</strong>g>the</str<strong>on</strong>g> producti<strong>on</strong> process <str<strong>on</strong>g>of</str<strong>on</strong>g> significant<br />

importance<br />

Introduced process innovati<strong>on</strong>s were critical to reducing costs or o<str<strong>on</strong>g>the</str<strong>on</strong>g>r improvements<br />

References<br />

Ahuja, G. (2000). Collaborati<strong>on</strong> networks, structural holes, and innovati<strong>on</strong>: A l<strong>on</strong>gitudinal study. Administrative<br />

Science Quarterly, 45(3), pg. 425-455.<br />

Andriessen, D. (2004). Making Sense <str<strong>on</strong>g>of</str<strong>on</strong>g> <strong>Intellectual</strong> <strong>Capital</strong>. Elsevier.<br />

B<strong>on</strong>tis, N. (1998). <strong>Intellectual</strong> capital: an exploratory study that develops measures and models. Management<br />

Decisi<strong>on</strong>, 36(2), 63-76.<br />

B<strong>on</strong>tis, N., Drag<strong>on</strong>etti, N. C., Jacobsen, K., & Ross, G. (1999). The knowledge Toolbox: A Review <str<strong>on</strong>g>of</str<strong>on</strong>g> Tools<br />

Available to Measure and Manage Intangible Resources. <str<strong>on</strong>g>European</str<strong>on</strong>g> Management Journal, 17(4), 391-402.<br />

B<strong>on</strong>tis, N., & Fitz-enz, J. (2002). <strong>Intellectual</strong> capital ROI: A casual map <str<strong>on</strong>g>of</str<strong>on</strong>g> human capital antecedents and<br />

c<strong>on</strong>sequents. Journal <str<strong>on</strong>g>of</str<strong>on</strong>g> <strong>Intellectual</strong> <strong>Capital</strong>, 3(3), 223-247.<br />

B<strong>on</strong>tis, N., & Girardi, J. (2000). Teaching knowledge management and intellectual capital less<strong>on</strong>s: an empirical<br />

examinati<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g> Tango simulati<strong>on</strong>. Journal <str<strong>on</strong>g>of</str<strong>on</strong>g> Technology Management, 20(5/6/7/8), 545-555.<br />

Cabrita, M. R., & B<strong>on</strong>tis, N. (2008). <strong>Intellectual</strong> capital and business performance in <str<strong>on</strong>g>the</str<strong>on</strong>g> Portuguese banking<br />

industry. Internati<strong>on</strong>al Journal <str<strong>on</strong>g>of</str<strong>on</strong>g> Technology Management, 43(1-3), 212-237.<br />

Carb<strong>on</strong>e, P. P., Brandão, H. P., Leite, J. B. D., & Vilhena, R. M. P. (2005). Gestão por Competências e Gestão<br />

do C<strong>on</strong>hecimento (1 ed.). Rio de Janeiro: FGV.<br />

Costelo, A., & Osborne, J. (2005). Best Practices in Exploratory Factor Analysis: Four Recommendati<strong>on</strong>s for<br />

Getting <str<strong>on</strong>g>the</str<strong>on</strong>g> Most From Your Analysis. Practical Assessment. Research & Evaluati<strong>on</strong>, 10(7), 1-9<br />

386

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