Proceedings of the 3rd European Conference on Intellectual Capital

Table 1: Examples <strong>of</strong> uncoherences
Paloma Sánchez and Oihana Basilio
Formal initiative Implementation and coherence
Strong <strong>of</strong>fer <strong>of</strong> information and knowledge sources
and o<strong>the</strong>r facilties (e.g. communication technologies,
management methodologies, training <strong>of</strong>fer, KM
systems)
Strong innovation strategy (e.g. specific programme,
innovation department, innovative ideas repository
etc.)
Not recognized time for employees to learn about <strong>the</strong>
exising facilities and technologies, and to assimilate
and exploit all <strong>the</strong> opportunities <strong>the</strong>y have avalable
Time devoted to innovation (not chargeable)
diminishes <strong>the</strong> key performance indicator <strong>of</strong>
employees
Little value <strong>of</strong> innovation results in <strong>the</strong> rewarding and
appraisal system
The main limitations <strong>of</strong> our analysis so far are that it: a) <strong>of</strong>fers a partial picture <strong>of</strong> <strong>the</strong> company,
because all areas have not yet been covered; and b) is mainly based on qualitative information and
very basic quantitative data (meda, variance and mode).
5. Conclusions and interest <strong>of</strong> <strong>the</strong> research
Since <strong>the</strong> present research is a work-in-progress, we will present here <strong>the</strong> qualitative part <strong>of</strong> <strong>the</strong> main
case study, describing <strong>the</strong> developed Model, <strong>the</strong> main insights gained through interviews and
documentary analysis, and <strong>the</strong> main limitations found until that point (steps one to three). Steps four
and five are expected to start around June 2011.The results <strong>of</strong> this research will eventually shed new
light on <strong>the</strong> relationships between IC, KM practices and innovation and also on <strong>the</strong> understanding <strong>of</strong>
innovation dynamics in KIBS. It will be valuable for advancing in <strong>the</strong> definition <strong>of</strong> IC and innovation
capacity management and measurement methods. It will also be useful at micro level, for those
service companies aiming to assess and improve <strong>the</strong>ir innovative capacity. The expected end result
<strong>of</strong> this long process, is an innovation capacity autoevaluation model, based on <strong>the</strong> analysis <strong>of</strong> <strong>the</strong> IC
management <strong>of</strong> service companies.
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