Proceedings of the 3rd European Conference on Intellectual Capital

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Eleni Magdalini Vasileiadou et al. Sveiby, K.E. (2001) "A knowledge based <strong>the</strong>ory <strong>of</strong> <strong>the</strong> firm to guide strategy formulation", Journal <strong>of</strong> Intellectual Capital, Vol. 2, No. 4, pp. 344-358. Tamaschke, L. (2003) "The role <strong>of</strong> social capital in regional technological innovation: seeing both <strong>the</strong> wood and <strong>the</strong> trees", in: Huysman, M., Wenger, E. and Wulf, V. (ed.) Communities and Technologies. Kluwer B.V., Deventer, <strong>the</strong> Ne<strong>the</strong>rlands, pp. 241-264. Uzzi, B. (1997) "Social structure and competition in interfirm networks: The paradox <strong>of</strong> embeddedness", Administrative Science Quarterly, Vol. 42, No. 1, pp. 35-67. Van Grove, J. (2009) "3 Great Social Media Policies to Steal From", American Express Open Forum Articles, [online], 25 Sept, http://www.openforum.com/idea-hub/topics/technology/article/3-great-social-mediapolicies-to-steal-from-jennifer-van-grove-1 [05 Jan 2011]. Vasileiadou, E. M. and Missler-Behr, M. (2010) "Relevance and Importance <strong>of</strong> Intellectual Capital Reporting for New Technology-Based Ventures", <strong>Proceedings</strong> <strong>of</strong> <strong>the</strong> 2nd ECIC <strong>Conference</strong>, March 29-30, Lissabon, Portugal, pp. 600-611. Von Hippel, E. (1994) "’Sticky Information’ and <strong>the</strong> Locus <strong>of</strong> Problem Solving: Implications for Innovation", Management Science, Vol. 40, No. 4, pp. 429-439. Woolcock, M. (1998) "Social capital and economic development: Toward a <strong>the</strong>oretical syn<strong>the</strong>sis and policy framework", Theory and Society, Vol. 27, No. 2, pp. 151-208. Zhang, J., Souitaris, V., Soh, P. and Wong, P. (2008) “A Contingent Model <strong>of</strong> Network Utilization in Early Financing <strong>of</strong> Technology Ventures”, Entrepreneurship Theory and Practice, Vol. 32, No. 4, pp. 593-613. Zukin, S. and Di Maggio, P. (1990) "Introduction", in Zukin, S. and DiMaggio, P. (ed.) Structures <strong>of</strong> Capital: The Social Organization <strong>of</strong> <strong>the</strong> Economy, Cambridge University Press, New York, pp. 1-36. 460
ICBS Intellectual Capital Benchmarking System: A Practical Methodology for Successful Strategy Formulation in <strong>the</strong> Knowledge Economy José María Viedma Marti Politechnic University <strong>of</strong> Catalonia, Barcelona, Spain icms.viedma@telefonica.net Abstract: The advent <strong>of</strong> <strong>the</strong> knowledge economy fundamentally changes <strong>the</strong> way to create wealth. According to <strong>the</strong> new strategic management <strong>the</strong>oretical foundations -Resource Based View, Dynamic Capabilities and Knowledge Based View- key strategic knowledge or Intellectual capital has become <strong>the</strong> fundamental driver <strong>of</strong> wealth creation. In this new context close review <strong>of</strong> business excellence literature concludes that business excellence has always been due, and still is, to good strategy formulation and superior strategy implementation. In order to achieve business excellence substantial efforts have been made to improve <strong>the</strong> process <strong>of</strong> strategy implementation. Never<strong>the</strong>less, fewer efforts have been made in <strong>the</strong> process <strong>of</strong> strategy formulation where SWOT analysis still is <strong>the</strong> most well known existing framework. After an introduction in section 1, section 2 deals with new strategic management <strong>the</strong>ory developments that <strong>the</strong> knowledge economy context requires. Finally in section 3 <strong>the</strong> paper describes ICBS as <strong>the</strong> result <strong>of</strong> a practical research based on <strong>the</strong> extended or improved SWOT analysis. ICBS (Intellectual Capital Benchmarking System) is both, a new management method and a new management tool that allows companies to perform a competitiveness strategy check-up <strong>of</strong> <strong>the</strong>ir business models. For that purpose ICBS benchmarks <strong>the</strong>ir core innovation and operations intellectual capital against <strong>the</strong> world class competitors in <strong>the</strong>ir sector. It is a framework build around <strong>the</strong> key factors and criteria that determine competitiveness in innovation and operations in <strong>the</strong> context <strong>of</strong> global markets. The research has been conduced following <strong>the</strong> design sciences approach and <strong>the</strong> system has been piloted in more than fifty <strong>European</strong> enterprises. Keywords: strategy formulation, core competencies, core capabilities, intellectual capital, benchmarking, competitive intelligence, strategic management 1. Introduction The advent <strong>of</strong> <strong>the</strong> knowledge economy fundamentally changes <strong>the</strong> way to create wealth. According to <strong>the</strong> new strategic management <strong>the</strong>oretical foundations (Resource Based View, Dynamic Capabilities and Knowledge Based View) key strategic knowledge or Intellectual capital has become <strong>the</strong> fundamental driver <strong>of</strong> wealth creation. In this new context close review <strong>of</strong> business excellence literature concludes that business excellence has always been due, and still is, to good strategy formulation and superior strategy implementation. In order to achieve business excellence substantial efforts have been made to improve <strong>the</strong> process <strong>of</strong> strategy implementation and some <strong>of</strong> <strong>the</strong>m have produced relevant frameworks and methodologies such as Balanced Scorecard and InCaS (Intellectual Capital Statement. Made in Europe). Less effort has been made in <strong>the</strong> process <strong>of</strong> strategy formulation and in practice <strong>the</strong> SWOT analysis still is <strong>the</strong> most well known existing framework. Never<strong>the</strong>less in a world, where customer preferences are volatile and <strong>the</strong> identity <strong>of</strong> customers and <strong>the</strong> technologies for serving <strong>the</strong>m are changing, a market-focused strategy may not provide <strong>the</strong> stability and constancy <strong>of</strong> direction needed as a foundation for long term strategy. When <strong>the</strong> external environment is in a state <strong>of</strong> flux, <strong>the</strong> firm itself, in terms <strong>of</strong> its bundle <strong>of</strong> resources and capabilities, may be a much more stable basis on which to define its identity. Hence, a definition <strong>of</strong> <strong>the</strong> firm in terms <strong>of</strong> what it is capable <strong>of</strong> doing may <strong>of</strong>fer a more durable basis for strategy than a definition based upon <strong>the</strong> needs <strong>the</strong> business seeks to satisfy. (Mahoney 1992, DenHond 1996, Peteraf 1993, Stalk 1992) Consequently, <strong>the</strong> SWOT analysis methodology can‘t cope with <strong>the</strong> new external environment requirements and a kind <strong>of</strong> improved or extended SWOT analysis is needed. ICBS is <strong>the</strong> output <strong>of</strong> a practical research on extended or improved SWOT analysis. ICBS (Intellectual Capital Benchmarking System) is both, a new management method and a new management tool that allows companies to perform a competitiveness strategy check-up <strong>of</strong> <strong>the</strong>ir business models. For that purpose ICBS benchmarks <strong>the</strong>ir core innovation and operations intellectual capital against <strong>the</strong> world class competitors in <strong>the</strong>ir sector. It is a framework build around <strong>the</strong> key factors and criteria that determine competitiveness in innovation and operations in <strong>the</strong> context <strong>of</strong> global markets. The factors considered in innovation are: emerging needs, project objectives, new 461
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Hier
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Preface These proceedings represent
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educating through ‘hands on’ co
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Ibrahim Elbeltagi is a Senior lectu
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Theodora Ngosi has a PhD in Compute
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José Vale is an invited assistant
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Social Knowledge: Are you Ready? 1
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John Girard don’t know.” (Benne
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John Girard The real question becom
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John Girard our belief that many le
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John Girard organizations to gain k
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Intellectual Capital Accounting - H
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Academic Research Papers 15
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Khodayar Abili and Mahyar Abili The
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Khodayar Abili and Mahyar Abili Nah
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Khodayar Abili and Mahyar Abili Tim
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Knowledge Transfer in Romanian Univ
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Simona Agoston et al. Table 1: Know
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Simona Agoston et al. homoscedastic
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Simona Agoston et al. included in <
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A Modeling Approach to Intellectual
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Eckhard Ammann (referring to <stron
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Eckhard Ammann Figure 2: The IC spa
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Eckhard Ammann section 2. They are
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Eckhard Ammann From an overall pers
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Sorin Anagnoste and Gabriela Dumitr
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Gabriela Atanasiu and Florin Leon T
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Gabriela Atanasiu and Florin Leon
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Gabriela Atanasiu and Florin Leon B
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Gabriela Atanasiu and Florin Leon a
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Developing and Implementing Strateg
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2. Technology, faculty, and staff B
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Learning programs Individual poten
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Bob Barrett facts with the<
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Intellectual Capital Dynamics withi
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Ruxandra Bejinaru and Stefan Iordac
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Education and Training Practice Str
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Andrea Bencsik et al. We wanted to
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Andrea Bencsik et al. In this sampl
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Table 4: Types of
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References Andrea Bencsik et al. An
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Ayşen Berberoğlu and Emine Ünar
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Ayşen Berberoğlu and Emine Ünar
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Table 7: Descriptive statistics Ay
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Knowledge Dynamics Modeling Using A
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Constantin Bratianu et al. will hav
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Constantin Bratianu et al. 5. a) Gi
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Constantin Bratianu et al. 5. Data
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Constantin Bratianu et al. Nissen,
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2. Technology and infrastructure Sh
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Sheryl Buckley and Apostolos Gianna
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Donley Carrington and Mike Tayles t
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Donley Carrington and Mike Tayles f
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Donley Carrington and Mike Tayles l
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Donley Carrington and Mike Tayles i
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Donley Carrington and Mike Tayles G
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John Dumay and Jim Rooney on a more
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John Dumay and Jim Rooney Taking <s
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John Dumay and Jim Rooney “For ex
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John Dumay and Jim Rooney Mouritsen
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Marziye Ehrami et al. 1. Creation
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Marziye Ehrami et al. Note: In 2005
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Earnings Quality and Othe</
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Magdi El-Bannany resource-based per
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Magdi El-Bannany Based on this argu
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Magdi El-Bannany Table 2: Descripti
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Magdi El-Bannany variable equal to
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Magdi El-Bannany Edvinsson, L. & Ma
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Ahmed Elsetouhi and Ibrahim Elbelta
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Albrecht Fritzsche and Rebecca Geig
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Table 4: Applicability of</
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S&P 500 Market Cap ($ billions) 14,
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Tatiana Garanina and Yana Pavlova T
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Tatiana Garanina and Yana Pavlova I
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Impact of Investme
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Lidia García-Zambrano et al. 2003;
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Lidia García-Zambrano et al. 4.2 P
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Table 7: Goodness of</stron
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Lidia García-Zambrano et al. reaso
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Lidia García-Zambrano et al. Rodri
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Víctor Raúl López Ruiz et al. co
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Víctor Raúl López Ruiz et al. NI
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EI c k i 1 w PC i ic Víctor Raúl
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Víctor Raúl López Ruiz et al. Ta
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Víctor Raúl López Ruiz et al. Co
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Víctor Raúl López Ruiz et al. At
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Maria de Lourdes Machado and Odíli
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Intellectual Capital and Corporate
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Agnes Maciocha when objects in a da
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Agnes Maciocha 4. Presentation <str
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Agnes Maciocha while in the
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Agnes Maciocha Choong K., “Intell
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The Influence of H
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Anca Mândruleanu From the<
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Anca Mândruleanu In Table 2, <stro
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Eliciting Tacit Knowledge From a Do
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Peter Marshall and Damian Gordon MM
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Peter Marshall and Damian Gordon re
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Peter Marshall and Damian Gordon ar
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Peter Marshall and Damian Gordon Th
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Maurizio Massaro et al. crucial fac
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Maurizio Massaro et al. exclusive (
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Maurizio Massaro et al. autonomy <s
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Maurizio Massaro et al. Chennal (20
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Intellectual Capital Management: Ca
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Florinda Matos et al. These models
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Complaints System dos clients New
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Florinda Matos et al. Finally, <str
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Florinda Matos et al. The training
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Florinda Matos et al. 47. Opinion
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Florinda Matos et al. In th
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Florinda Matos et al. The Quadrant
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Florinda Matos et al. Integrated te
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Florinda Matos et al. The networks
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Knowledge Management for Knowledge
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3. Our research Ludmila Mládková
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Ludmila Mládková organizational s
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Ludmila Mládková mentioned only b
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Applying the VAIC
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Maria Molodchik and Anna Bykova pro
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Maria Molodchik and Anna Bykova 2.
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Maria Molodchik and Anna Bykova Let
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Maria Molodchik and Anna Bykova The
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Perspectives on the</strong
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Maria Cristina Morariu as we consid
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Maria Cristina Morariu Tobin’s q
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Maria Cristina Morariu for determin
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The Structural Model of</st
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Fattah Nazem Ackerley (2006) reveal
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Fattah Nazem The research instrumen
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Fattah Nazem intellectual capital m
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Fattah Nazem Johnson, M.J. (1986) T
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Andrei Stefan Nestian organization.
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Andrei Stefan Nestian Chaordic syst
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Andrei Stefan Nestian environment,
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Increasing Knowledge Management Mat
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Theodora Ngosi et al. 2.2 Dominatin
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Theodora Ngosi et al. Figure 1: Del
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Theodora Ngosi et al. IT systems, a
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5. Discussion and summary Theodora
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Theodora Ngosi et al. Weill, P., an
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Bongani Ngwenya late adopters respo
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Bongani Ngwenya This paper extends
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Bongani Ngwenya argument, t
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Bongani Ngwenya DiMaggio, P. J., an
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The Quality of Kno
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5.2 5 4.8 4.6 4.4 4.2 4 3.8 Compete
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Corina Pelau et al. In order to imp
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Hierarchy and Tacit Knowledge in <s
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Ulrica Pettersson and James Nyce in
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Ulrica Pettersson and James Nyce mi
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Katja Pook and Campbell Warden time
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Katja Pook and Campbell Warden futu
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5. Commonalities of</strong
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Katja Pook and Campbell Warden <str
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Katja Pook and Campbell Warden Lazl
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Nicolae Al. Pop et al. satisfaction
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Nicolae Al. Pop et al. the<
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Nicolae Al. Pop et al. satisfaction
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Knowledge Cities: A Portuguese Case
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Katia Rodrigues and Eduardo Tomé
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3. The empirical study 3.1 Methodol
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Table 3: Smart cities - application
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4.3 Suggestions to future work Kati
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Anna Romiti and Daria Sarti 2. Orga
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Anna Romiti and Daria Sarti based o
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Anna Romiti and Daria Sarti Governa
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Anna Romiti and Daria Sarti Therefo
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Anna Romiti and Daria Sarti Valkoka
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Kent Rondeau and Terry Wagar planne
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2.1 Study measures Kent Rondeau and
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Kent Rondeau and Terry Wagar contri
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Kent Rondeau and Terry Wagar Our re
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Intellectual Capital and a Firm’s
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Figure 1: Hypothes
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Helena Santos-Rodrigues et al. Norm
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Helena Santos-Rodrigues et al. To s
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Helena Santos-Rodrigues et al. Our
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Factors Influencing the</st
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Thanaletchumi Sathasivam et al. 2.3
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Thanaletchumi Sathasivam et al. The
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Thanaletchumi Sathasivam et al. gro
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Thanaletchumi Sathasivam et al. The
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Thanaletchumi Sathasivam et al. 11.
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Enhancing IC Formation by Evoking H
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Klaus Bruno Schebesch to portray <s
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Klaus Bruno Schebesch 4. Leaning an
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Klaus Bruno Schebesch We argue in f
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Klaus Bruno Schebesch come
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Page 428 and 429: Karen Smits et al. contribution, wi
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Page 442 and 443: Information and Communication Techn
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Page 448 and 449: Personal Knowledge Management (PKM)
Page 450 and 451: Marzena Świgoń provide th
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Page 456 and 457: Eduardo Tomé what we consider to b
Page 458 and 459: Eduardo Tomé IC. The intervention
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Page 464 and 465: Eleni Magdalini Vasileiadou et al.
Page 478 and 479: José María Viedma Marti products
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Page 482 and 483: José María Viedma Marti knowledge
Page 484 and 485: José María Viedma Marti pr<strong
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Page 488 and 489: ICBS I CBS José María Viedma Mart
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Page 492 and 493: 2. Balanced scorecard framework Ang
Page 494 and 495: Angelos Vouldis and Angelica Kokkin
Page 496 and 497: Unclear benefits of</strong
Page 498 and 499: Angelos Vouldis and Angelica Kokkin
Page 500 and 501: 9. Discussion and conclusions Angel
Page 502 and 503: The Global Position of</str
Page 504 and 505: Piotr Wisniewski safeguarding IC vi
Page 506 and 507: Piotr Wisniewski Figure 2: Ten larg
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Page 510 and 511: Piotr Wisniewski 2) Slow growth in
Page 512 and 513: Piotr Wisniewski US 3.8 3.8 3.9 4.3
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Page 520 and 521: 3.2 Control variables Deborah Brans
Page 522 and 523: Deborah Branswijck and Patricia Eve
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Korosh Gholami et al. Durkheim beli
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Korosh Gholami et al. The effect <s
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Measure the Unmeas
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Knowledge Capital 5. Efforts for de
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Exclusive use of L
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Emmanouil Gkinoglou from th
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Project Assets Need for synergies Q
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Table 5: Sustainability checklist E
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Emmanouil Gkinoglou The next challe
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Kai Mertins and Ronald Orth generat
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Kai Mertins and Ronald Orth Never<s
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Kai Mertins and Ronald Orth <strong
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Ad 2 Structure of
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Kai Mertins and Ronald Orth Hauff,
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Maria Simonova “Concept o
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Maria Simonova The concept regardin
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Maria Simonova Becker, G. S. (1983)
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2. The aim of appl
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Nellija Titova W+I+DP+D+T+M+R (equa
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Nellija Titova performing better. I
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5. Conclusions and furthe</
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Nellija Titova Annex 2: Summary on
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Meaning in the tab
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Krishanthi Ganga Vithana et al. for
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Krishanthi Ganga Vithana et al. sti
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5. Conclusion Krishanthi Ganga Vith
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The Tobing Knowledge Management Arc
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Paul Lumbantobing et al. user, know
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Paul Lumbantobing et al. people con
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Paul Lumbantobing et al. influence
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Develop KM Strategy Description Dev
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Paul Lumbantobing et al. In <strong
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Yuli Purwanti et al. Figure 1: Imag
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Yuli Purwanti et al. Table below is
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Nargiza Abdullaeva and Campbell War
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Andreea Feraru and Nicoleta Ciucesc
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Roxana Mironescu This could be <str
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Roxana Mironescu Daft, R.L. (2002)
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Paloma Sánchez and Oihana Basilio
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Evaluating Intellectual Capital Usi
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Table 1. CRS input efficiency score
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Stelian Stancu and Anca Domnica Lup
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José Vale et al. However, it is im
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José Vale et al. Pöyhönen, A. an
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