Proceedings of the 3rd European Conference on Intellectual Capital

Karen Smits et al.
staff feel that <strong>the</strong>y are compelled to find <strong>the</strong>ir own solutions outside existing procedures in <strong>the</strong> areas
<strong>of</strong>, for instance, facility services and administration.
The importance <strong>of</strong> <strong>the</strong> grounded model based on <strong>the</strong> correlation between pr<strong>of</strong>essional development
and curriculum innovation is that <strong>the</strong> nine categories <strong>of</strong> ideal research and education projects that are
found reveal <strong>the</strong> way <strong>the</strong> different parts <strong>of</strong> Intellectual Capital and IC dynamics may interact. When
lecturers succeed in <strong>the</strong>ir own learning (enhancing human capital), <strong>the</strong>n <strong>the</strong>y report to need or to
establish relational capital to exchange in a succesfull way <strong>the</strong>ir findings to o<strong>the</strong>r lecturers. Fur<strong>the</strong>ron
<strong>the</strong>y report to need <strong>the</strong> support <strong>of</strong> <strong>the</strong>ir management to implement <strong>the</strong>ir innovative practice as a
structural part <strong>of</strong> <strong>the</strong> curriculum to add to <strong>the</strong> structural capital <strong>of</strong> <strong>the</strong> organization. The findings <strong>of</strong> this
research project and <strong>the</strong>se stories will be researched fur<strong>the</strong>ron. The <strong>the</strong>oretical approach <strong>of</strong>
Intellectual Capital and IC dynamics is a promising one as it help to explain and forcast <strong>the</strong> way
human capital via relational capital leads to structural capital.
References
Bontis, N. (2002). Managing organizational knowledge by diagnosing Intellectual Capital. Framing and advancing
<strong>the</strong> state <strong>of</strong> <strong>the</strong> field. In: Bontis, N. & Choo, C.W. (Eds.), The strategic management <strong>of</strong> Intellectual Capital
and organizational knowledge (pp. 621 – 624). Oxford, New York: Oxford University Press.
Cooperrider, D.L., Sorensen, P.F., Whitney, D. and Yaeger, T.F. (2000). Appreciative Inquiry: Rethinking human
organization toward a positive <strong>the</strong>ory <strong>of</strong> change. Stipes, Champaign, Illinois.
Cooperrider, D. and Withney, D. (1999). In: Dewulf, L. and Verheije, L. (2004). Appreciative Inquiry: how inquiry
and change can flow toge<strong>the</strong>r. An interview with David Cooperrider (Appreciative Inquiry: hoe onderzoeken
en veranderen samen kunnen vallen. Een interview met David Cooperrider). In: Education & Development
(Opleiding & Ontwikkeling), No. 11, pp 23-26.
Stam, C. (2007). Knowledge productivity: designing and testing a method to diagnose knowledge productiviy and
plan for enhancement, Enschede, Twente University
Strauss, A.I. (1994). Qualitative Analysis for Social Scientists, Cambridge University Press, Cambridge/New York
Strauss, A.I. and Corbin, J. (1997). Grounded Theory in Practice, Sage, Thousand Oaks
Withney, D.W.and Trosten-Bloom, A. and Rader, K. (2010). Appreciative Leadership, McGRaw Hill, New York.
416