Proceedings of the 12th European Conference on Knowledge ...

Marta Christina Suciu et al
After <strong>the</strong> analysis, we syn<strong>the</strong>sized that <strong>the</strong> indicators should have <strong>the</strong> following characteristics in our
opinion:
to cover cognitive areas <strong>of</strong> organizational system with strategic importance;
be relevant to end users
to provide useful management information,
be operational and manageable
understandable and communicable
be built on easily accessible database enterprise system
4.5 5’th characteristic (<strong>the</strong> possibility to compare)
It is necessary to find a model that would allow comparisons between different business realities. An
approach that can be taken into account is <strong>the</strong> IC index (Intellectual Capital Index), which focuses on
monitoring <strong>the</strong> dynamics <strong>of</strong> intellectual capital that aims to aggregate all <strong>the</strong> indicators into a single
index and correlate with changes in intellectual capital and changes in market, defined in order to
overcome <strong>the</strong> difficulties brought about by <strong>the</strong> use <strong>of</strong> different methods, characterized by inflexibility
and <strong>the</strong> difficulty <strong>of</strong> making comparisons.
4.6 6’th characteristic (organizational variables)
Changes should not only cover business strategies, but must also affect <strong>the</strong> organizational structure
and personnel management practices as key elements to nourish and support <strong>the</strong> ongoing review <strong>of</strong>
<strong>the</strong> company's market positioning. A good reporting system requires, <strong>the</strong>refore, organizational
integration, which focus on both <strong>the</strong> system's capacity to influence <strong>the</strong> behavior <strong>of</strong> different levels <strong>of</strong>
organization so as to align <strong>the</strong> behavior <strong>of</strong> all stakeholders in <strong>the</strong> ultimate goal <strong>of</strong> creating value, so
<strong>the</strong> links between performance measurement system, business strategy, management systems and,
but also in particular, <strong>the</strong> operational mechanisms <strong>of</strong> planning and control and incentive systems.
It is necessary to support organizational action to have a flexible organizational structure, an
integrated and strategic management through which businessmen can ensure a successful
completion. Emphasis should be geared to building an environment and a general climate, a
relationship, so that people can find <strong>the</strong>ir own values and aspirations and ambitions are brought in to
<strong>of</strong>fer <strong>the</strong>ir commitment and creativity. Since <strong>the</strong> strategy is shared by employees is necessary that
personal goals are aligned with organizational goals, you will need to build a model that gives
individuals an understanding <strong>of</strong> corporate strategy, explaining how each fits into <strong>the</strong> strategic map <strong>of</strong>
organizing and how it contributes to <strong>the</strong> strategic objectives. Involvement in decisions, awards for <strong>the</strong>
proper performance <strong>of</strong> duties, access to information, <strong>the</strong> encouragement to be creative and innovative
collaborations obtained from <strong>the</strong> bodies <strong>of</strong> staff general satisfaction in being part <strong>of</strong> <strong>the</strong> company, are
conditions that help to improve employee satisfaction, and <strong>the</strong>refore, <strong>the</strong>ir loyalty and productivity, so
that <strong>the</strong> reference point is <strong>the</strong> contribution <strong>of</strong> sustainable and consistent over time, that people can
lead to organizational success.
5. Intellectual capital management perspectives
Intellectual capital management system is an area <strong>of</strong> knowledge that involves a variety <strong>of</strong> intellectual
property pr<strong>of</strong>essionals, especially lawyers, business executives, financial planners and advisers.
Pr<strong>of</strong>essionals in <strong>the</strong> field <strong>of</strong> "intellectual property" tend to focus on knowledge that can be encrypted
and protected legally. Human resources and information technology pr<strong>of</strong>essionals considered most
important <strong>the</strong> exchange <strong>of</strong> knowledge. Those who occupy <strong>the</strong> largest part <strong>of</strong> innovation tend to look
for more effective results.Intellectual capital management is not a new concept. Since <strong>the</strong> fifties, is an
area <strong>of</strong> knowledge that involves various stakeholders and developing a variety <strong>of</strong> tools, some <strong>of</strong> which
are well known, such as TQM (Total Quality Management) and JIT (Just in Time). Many researchers
argue that <strong>the</strong> greatest part <strong>of</strong> resources in organizations in developed countries consist <strong>of</strong>
knowledge, intellectual capital, which inevitably have a major role in managing global affairs.
While <strong>the</strong> sector strategy and organization development program are what make up its intellectual
capital management, each company still needs a comprehensive strategy for managing intellectual
capital. The term "global" means an intellectual capital management model that goes beyond <strong>the</strong>
cycle <strong>of</strong> value creation. The needs <strong>of</strong> each organization in relation to this model, regardless <strong>of</strong> its
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