Proceedings of the 3rd European Conference on Intellectual Capital

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José María Viedma Marti All <strong>of</strong> <strong>the</strong> above-mentioned analyses have <strong>the</strong> ultimate purpose <strong>of</strong> discovering, in each <strong>of</strong> <strong>the</strong> flowchart steps or phases, <strong>the</strong> new core knowledge and new core technologies that are <strong>the</strong> prime reason for sustainable competitive advantages. In <strong>the</strong> same way <strong>the</strong> methodology makes it possible to compare each specific tree (project unit) with <strong>the</strong> homologous tree <strong>of</strong> <strong>the</strong> best <strong>of</strong> <strong>the</strong> competition, thus facilitating <strong>the</strong> benchmarking <strong>of</strong> fruits (new products and services), branches (new processes), roots (new core competencies and pr<strong>of</strong>essional core competencies), and soil fertility (innovation infrastructure). The benchmarking process is shown in Figures 10 and 11. In both figures <strong>the</strong> benchmarking gap gives <strong>the</strong> necessary information for taking appropriate corrective action and for learning from past errors. New Core capabilities Our Company Best in class Results New Core competencies Customer emerging needs Figure 11: The process <strong>of</strong> benchmarking in IICBS Competitive business segment Customer emerging needs Results New Core competencies New Core capabilities Apart from using <strong>the</strong> tree metaphor, <strong>the</strong>re is an alternative explanation <strong>of</strong> <strong>the</strong> IICBS methodology and framework. The IICBS framework can also be articulated in terms <strong>of</strong> <strong>the</strong> eight competitiveness factors The that are included in <strong>the</strong> following The eight figure eight factors 12: factors framework Company innovation infrastructure 6 New pr<strong>of</strong>essional core capabilities Financial results Figure 12: The eight-factor framework 7 8 5 New core capabilities Factors 1 Emerging needs 4 New processes 2 Project Objetives 3 New Products and services The eight factor framework that we have already noted is in fact a flexible framework that allows <strong>the</strong> core capabilities or intellectual capital identification and evaluation within each particular factor. By <strong>the</strong> same token <strong>the</strong> different components <strong>of</strong> intellectual capital (human capital, structural capital and relational capital) can be assessed and appraised. The eight factor framework explains how sustainable competitive advantages are achieved in <strong>the</strong> new products and new services that come out <strong>of</strong> <strong>the</strong> processes and operations. Briefly, <strong>the</strong>y can be achieved in <strong>the</strong> following way: 470
José María Viedma Marti Companies if <strong>the</strong>y want to successfully compete in <strong>the</strong> future <strong>the</strong>y need to innovate in a systematic way. The way to innovate is through projects that have <strong>the</strong> clear objective <strong>of</strong> satisfying customer emerging needs. Customer needs satisfaction is accomplished through <strong>the</strong> project‘s new products and services. Never<strong>the</strong>less competitive products and services are not easily achieved; a lot <strong>of</strong> work is needed in order to gradually establish competitive advantages in <strong>the</strong> different core activities <strong>of</strong> <strong>the</strong> value chain process. Core competencies and core capabilities in <strong>the</strong> core project activities <strong>of</strong> <strong>the</strong> value chain produce new products and services with competitive advantages and high knowledge or intellectual content. In addition <strong>the</strong> company innovation infrastructure or in o<strong>the</strong>r words <strong>the</strong> company R+D department gives <strong>the</strong> necessary support to <strong>the</strong> whole process. Finally <strong>the</strong> acquisitions <strong>of</strong> core capabilities and <strong>the</strong> accomplishment <strong>of</strong> all those competitive advantages is only possible by means <strong>of</strong> <strong>the</strong> actions <strong>of</strong> <strong>the</strong> different project leaders that decide on and carry out objectives and strategies, and who shape business culture with <strong>the</strong>ir ways and methods. 3.2 IICBS Innovation Intellectual Capital balance-sheets The processing <strong>of</strong> questionnaires corresponding to each <strong>of</strong> <strong>the</strong> company competitiveness factors provides us with <strong>the</strong> innovation capabilities results and balance sheets. These results and balance sheets can be obtained for <strong>the</strong> project as a whole or for each competitiveness factor. Some examples <strong>of</strong> balances and results are given below: (Figures 13, 14, and 15). ICBS M & L. Project Fast new fashion products production NEW PRODUCTS NEW PROCESSES NEW CORE CAPABILITIES NEW PROFESSIONAL CORE CAPABILITIES COMPANY INNOVATION INFRASTRUCTURE FINANCIAL RESULTS QUICK PRODUCTION CYCLE DESIGN TEAM SUPPLY CHAIN OUTLETS FASHION CREATIVITY INFORMATION, TECHNOLOGY, SYSTEMS Innovation Intellectual Capital Global Assesssment COMPETITOR CONSOLIDATED RESULTS KSF KEY SUCESS FACTORS Figure 13: Innovation Intellectual Capital Global assessment 3.3 Implications for managers Consolidated Reliability Index Senior managers effectively integrate <strong>the</strong> ICBS into <strong>the</strong> overall business strategy in a similar way <strong>the</strong>y integrate o<strong>the</strong>r strategy-focused models. Never<strong>the</strong>less, in <strong>the</strong> particular case <strong>of</strong> <strong>the</strong> ICBS two new functions have to be performed: business intelligence and competitive benchmarking. 471 37%
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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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In Search of key F
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Karen Smits et al. contribution, wi
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Karen Smits et al. Table 1: Correla
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Karen Smits et al. staff feel that
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Marta-Christina Suciu et al. This p
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Page 448 and 449: Personal Knowledge Management (PKM)
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Page 478 and 479: José María Viedma Marti products
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Page 482 and 483: José María Viedma Marti knowledge
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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
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Page 496 and 497: Unclear benefits of</strong
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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 526 and 527: Korosh Gholami et al. Durkheim beli
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Page 532 and 533: Knowledge Capital 5. Efforts for de
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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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582
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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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