Proceedings of the 3rd European Conference on Intellectual Capital

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Exclusive use <strong>of</strong> Land Property Contracts with <strong>the</strong> Employers Environmental Rights-Air polluting Recipes Franchise Joint Ventures Emmanouil Gkinoglou Know How in production, organization, technology etc. Contract Management Natural Resources Patents Exclusive use <strong>of</strong> Computer S<strong>of</strong>tware Agreements Schemes Suppliers Agreements- contracts Well trained employees or team – workers All <strong>the</strong> above, are only some <strong>of</strong> <strong>the</strong> Intangibles that a company holds. There are more types <strong>of</strong> Intangibles, depending on <strong>the</strong> firm, <strong>the</strong> company and <strong>the</strong> product. There are not all kinds <strong>of</strong> Intellectual Capital <strong>of</strong> <strong>the</strong> above list in each company. For example, <strong>the</strong> main Capital <strong>of</strong> a sports club, a football or a basketball team that aims at <strong>the</strong> victory and <strong>the</strong> championship <strong>of</strong> league are <strong>the</strong> players, <strong>the</strong> entire team, <strong>the</strong> captain, <strong>the</strong> coach, <strong>the</strong> training team and <strong>the</strong> fans too. All <strong>the</strong>se kinds <strong>of</strong> Assets, without doubt are Assets for <strong>the</strong> Club, but <strong>the</strong>y aren‟t mentioned in <strong>the</strong> above list. But trying to define <strong>the</strong> undefined, are we still trying to measure something that does not exist? How exactly <strong>the</strong> immeasurable is measured? 8. Tools for measurement – <strong>the</strong> intangibles worldwide Many tools for <strong>the</strong> evaluation <strong>of</strong> this type <strong>of</strong> company‟s property are developed. One <strong>of</strong> <strong>the</strong> most important inquiring programs, in <strong>the</strong> field <strong>of</strong> intangibles, in which are reported and supported a lot <strong>of</strong> later researchers <strong>the</strong>mselves, constitutes <strong>the</strong> MERITUM Project (2003). The acronym <strong>of</strong> <strong>the</strong> name <strong>of</strong> this program is related to <strong>the</strong> measurement <strong>of</strong> <strong>the</strong> intangible, in order to be comprehended and get improved by <strong>the</strong> administration <strong>of</strong> innovation (Measuring Intangibles <strong>the</strong> Understand and Improve Innovation Management). With <strong>the</strong> cooperation <strong>of</strong> six <strong>European</strong> countries (France, Finland, Denmark, Norway, Spain, Sweden) <strong>the</strong> project began in November <strong>of</strong> 1998 and had been continued for 30 months. The objective <strong>of</strong> this particular program, which was financed by <strong>the</strong> <strong>European</strong> Committee, was to place limits for <strong>the</strong> measurement <strong>of</strong> this property and to help and improve <strong>the</strong> decision-makings for <strong>the</strong> Management. More analytically, <strong>the</strong> five objectives <strong>of</strong> specific program were to create a form for categorisation <strong>of</strong> intangibles, a recorded system for management and control, <strong>European</strong> practices in <strong>the</strong> measurement <strong>of</strong> intangible assets and <strong>the</strong> determination <strong>of</strong> contribution <strong>of</strong> Intellectual Property in <strong>the</strong> operation <strong>of</strong> capital markets as a result <strong>of</strong> market‟s data analysis and enter limits in <strong>the</strong> measurement and <strong>the</strong> appearance <strong>of</strong> <strong>the</strong>se intangible in <strong>the</strong> financial statements <strong>of</strong> enterprise. The specific inquiring program categorizes <strong>the</strong> Intangible Assets to Intellectual Capital and o<strong>the</strong>r assets (Intangibles - Intangible Assets). It fixes, <strong>the</strong>refore, as intangible non financing sources, like future economic utilities, without material substance, that are controlled by <strong>the</strong> enterprise as a result <strong>of</strong> previous synergies or transactions and can or cannot be object <strong>of</strong> transaction individually from o<strong>the</strong>r corporate assets. The Intellectual Capital includes all <strong>the</strong> types <strong>of</strong> intangibles which belong or are used by <strong>the</strong> enterprise, developed <strong>of</strong>ficially or informally. It is something more than total human, structural dynamic and <strong>the</strong> sources <strong>of</strong> <strong>the</strong> entire enterprise that <strong>the</strong> enterprise uses in order to create value. According to this program, <strong>the</strong> intangible assets portray <strong>the</strong> total <strong>of</strong> intangible elements <strong>of</strong> intellectual capital, which are recognized as assets, according to <strong>the</strong> accounting models. 518
Emmanouil Gkinoglou From <strong>the</strong> earliest examples <strong>of</strong> tools that solve <strong>the</strong> problem was <strong>the</strong> “Navigator” from <strong>the</strong> Swedish Security Company Skandia (Edvisson L,1997). This tool, was developed due to an intense wish for more information in <strong>the</strong> annual financial statements. A different approach, is presented in <strong>the</strong> work <strong>of</strong> Sveiby (1997). The model that Sveiby developed, <strong>the</strong> "intangible assets matrix ", was used by <strong>the</strong> Swedish Company Celmi. This form provides information with regard to indicators <strong>of</strong> growth, renewal, efficiency, stability and dangers that have to make with three categories <strong>of</strong> intangible that are recognized in an enterprise: <strong>the</strong> competences <strong>of</strong> workers, <strong>the</strong> internal structure and <strong>the</strong> exterior structure <strong>of</strong> enterprise. This method recognizes <strong>the</strong> intangible assets in non monetary indicators with roots in <strong>the</strong> management <strong>of</strong> knowledge. Ano<strong>the</strong>r proposal is <strong>the</strong> "IC Navigator" (Steward) , a map that detects, portrays and measures <strong>the</strong> intangible assets <strong>of</strong> enterprise. In this method, each part (human capital, cliental relations and structure <strong>of</strong> company), is portrayed in separate axis. The great advantage <strong>of</strong> this method is <strong>the</strong> possibility <strong>of</strong> comparison between <strong>the</strong> enterprises. Facing <strong>the</strong> problem <strong>of</strong> regular examination <strong>of</strong> occasions <strong>of</strong> investment, Pr<strong>of</strong>essor Philip McPherson <strong>of</strong> Systems and Values Ltd, proposes a very powerful opinion for <strong>the</strong> measurement <strong>of</strong> intangible resources, IVM (Intangible VALUE Measurement). Similar tool is table IC - Index that was developed by <strong>the</strong> London - based Intellectual Capital Services (ICS), which uses a line <strong>of</strong> indicators, calculate a total value <strong>of</strong> enterprise, something particularly useful for occasions <strong>of</strong> investment and very important for analysis <strong>of</strong> cost <strong>of</strong> – pr<strong>of</strong>it. In order to stimulate <strong>the</strong> administration <strong>of</strong> enterprise ano<strong>the</strong>r tool was developed, <strong>the</strong> EVA (Economic VALUE Added). The problem which this tool was called to solve was <strong>the</strong> false decisions that are taken due to false calculations <strong>of</strong> traditional indicators instead <strong>of</strong> Cash Flow, focusing <strong>the</strong> interest <strong>of</strong> <strong>the</strong> management in <strong>the</strong> creation <strong>of</strong> intangible value. The opinion <strong>of</strong> Kaplan and Norton (2001), is a tool which clarifies and applies <strong>the</strong> strategies <strong>of</strong> enterprise. With main purpose <strong>the</strong> creation <strong>of</strong> operational strategies, Kaplan‟s and Norton‟s table <strong>of</strong> Balanced Scorecard, allows <strong>the</strong> measurement and management <strong>of</strong> strategically important assets <strong>of</strong> enterprise. With <strong>the</strong> five prospects (financing, customers, internal activities, knowledge and growth), <strong>the</strong> table <strong>of</strong> balanced scorecard, was not drawn exclusively for <strong>the</strong> management <strong>of</strong> intangibles, but for <strong>the</strong> measurement <strong>of</strong> strategic output <strong>of</strong> enterprise in total. The table <strong>of</strong> Kaplan and Norton not only measures <strong>the</strong> output but also is an important mechanism <strong>of</strong> feedback for <strong>the</strong> attribution <strong>of</strong> activities <strong>of</strong> Management. An interesting field for development <strong>of</strong> Kaplan‟s and Norton‟s approach, is a model which allows <strong>the</strong> internal control <strong>of</strong> intangibles while simultaneously <strong>of</strong>fers information for <strong>the</strong> exterior shareholders. The problem that was emerged was in which way <strong>the</strong> long-term strategy <strong>of</strong> enterprise would be connected with her short-term actions. Table 1: Internationals efforts for explain intangibles Why / How Financial Methods Measurement <strong>of</strong> Value Improve The Technology Factors Holistic Value internal (Khoury, 1994) Approach (Pike Management and Roos,2000) Improvement <strong>of</strong> Exterior Information Motives that arise from Legislation or Transactions Intangible Capital (Gu and Lev, 2002) Cost,Market & Income Approach (Reily & Schweihs, 1999) Value Chain Scoreboard (Lev, 2001) Estimate <strong>of</strong> Value Measure Intellectual Capital Benchmarking System (Viedma, 2001) IC Audit (Brooking,19 96) Skandia Navigator (Edvinsson & Malone, 1997) The proposed methods are only some <strong>of</strong> <strong>the</strong> international proposals in <strong>the</strong> intangible field. It depends on what we want, what and why do we try to define and measure. The appropriate tool or method 519
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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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Marta-Christina Suciu et al. <stron
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Marta-Christina Suciu et al. The qu
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Marta-Christina Suciu et al. This t
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Information and Communication Techn
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Jukka Surakka et al. The participan
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Jukka Surakka et al. people. Commun
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Personal Knowledge Management (PKM)
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Marzena Świgoń provide th
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Marzena Świgoń (number and type <
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Marzena Świgoń measure self-perce
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Eduardo Tomé what we consider to b
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Eduardo Tomé IC. The intervention
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Eduardo Tomé In the</stro
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Eduardo Tomé to stress that <stron
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Eleni Magdalini Vasileiadou et al.
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José María Viedma Marti products
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Sustainable competitive advantage T
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José María Viedma Marti knowledge
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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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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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Proceedings of the 3rd European Conference on Intellectual Capital

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