Intangible

Table of Figures                                                                                    xi
Lists of Tables                                                                                      xii
Foreword                                                                                              xv
Preface                                                                                                xvii


 Chapter One: Intellectual Capital: An Introduction 1

Knowledge: What is it and How is it? 14
Towards a phenomenology of the Knowledge Economy 22
New Forms of Organisational Resources 29
Intangible Assets 31
Intellectual Capital 45
Human Capital 63
Structural Capital 65
Information and Knowledge Assets 67
Conclusion 72

 Chapter Two: Intellectual Capital: Management and Development 81

Intellectual Capital Management: A definition 83
Knowledge Acquisition Vs. Knowledge Creation 90
Knowledge Management 95
Knowledge Management and Intellectual Capital Management 100
Knowledge Management: Human Capital 104
Knowledge Management: Organisational and Structural Capital 106
Knowledge Management: Relational and Social Capital 110
Organisational Culture 113
Organisational Culture and Human Capital 115
Organisational Culture and Structural Capital 118
Management of Organisational Learning 121
Organisational Learning and Intellectual Capital 127
Management of Organisational Capabilities 129
Organisational Capabilities and Intellectual Capital 131
Management of Collaborative and Coopetitive Relationships 133
Interorganisational partnership and Intellectual Capital 136
Conclusion 138

 Chapter Three: Intellectual Capital: Measurement Models 147

Organisational Performance and Performance Measurement 148
Accounting for Tangible Assets 153
Accounting for Intangible Assets 159
Intellectual Capital Measurement: An Overview 173
Intellectual Capital Measurement: Descriptive Models 175
The Market Capitalisation (MC) Models 178
Tobin’s q 179
Invisible Balance Sheet 181
Market-to-Book Ratio 182
KNOWCORP 184
The Direct Intellectual Capital (DIC) Models 188
Human Resource Costing & Accounting (HRCA) 189
HR Statement 191
Citation-Weighted Patents 193
Technology Broker 196
Accounting for the Future (AFTF) 198
Inclusive Valuation Methodology (IVM) 200
Total Value Creation (TVC) 204
Intellectual Asset Valuation 207
The Value Explorer 209
FiMIAM 212
The Return on Assets (ROA) Models 213
Economic Value Added (EVA) 214
Calculated Intangible Value (CIV) 218
Value Added Intellectual Coefficient (VAIC) 220
Knowledge Capital Earnings 223
The Scorecard (SC) Models 225
Balanced Score Card 226
Holistic Accounts 230
Skandia Navigator 233
Intangible Asset Monitor 238
IC-Index 240
Value Creation Index (VCI) 243
Knowledge Audit Cycle 244
Value Chain Scoreboard 246
Knowledge Assets and Intellectual Capital Framework (OECD) 248
IC Rating 250
Dynamic Valuation of Intellectual Capital (IC-dVAL) 254
Measuring and Accounting Intellectual Capital(MAGIC) 257
Business IQ 258
National Intellectual Capital Index 261
The Visualisation Models (VIS) Models 267
Knowledge Assets Map (KAM) 268
Performance Prism 271
Value+ 274
Strategy Map 275
Value Creation Map 278
Seer Model 280
The Prescriptive Models 281
International Federation of Accountants Guideline 282
Nordika Guideline 284
MERITUM Guideline 285
Italian Guideline 288
Spanish Guideline 291
Danish Guideline 292
German Guideline 295
Japanese Guideline 297
Australian Guideline 298
Austrian Guideline 298
Scottish Guideline 300
Irish Guideline 302
RICARDIS Guideline 304
InCaS Guideline 306
The Knowledge Assets Measurement Models 309
World Bank’s Knowledge Assessment Methodology (KAM) 310
United Nations Economic Commission for Europe (ECE) 312
eEurope National Knowledge Assets Measurement 314
European KM Forum Assessment Model 316
e-Readiness Index 318
Intellectual Capital Tools 319
Celemi`s Tango Tool 320
Bates Gruppen`s Company IQ Measurement System 322
Ericsson’s Cockpit Communicator Tool 324
Conclusion 326


 Chapter Four: Intellectual Capital: An Analytical Bibliography 329

 Chapter Five: Intellectual Capital: Glossary of Terms 361

Appendices 393
References 400
Index 420

Full Citation: Khavandkar, E., Theodorakopoulos, N., Hart, M. and Preston, J. (2016). Leading the Diffusion of Intellectual Capital Management Practices in Science Parks, In: H. SHIPTON, P. BUDHWAR, P. SPARROW and A. BROWN, eds., Human resource management, innovation and performance. Basingstoke: Palgrave Macmillan, Chapter 4., pp. 213-231. This chapter discusses how leadership interventions in science parks can promote the diffusion of intellectual capital management (ICM) practices. It focuses on how operationalization operationalisation of the different social interactions leads to the accommodation of suitable mechanisms for diffusion of those practices associated with ICM among tenants in of science parks, under the theoretical notion of the ecosystem. This issue is becoming important in the case of small and medium sized enterprises (SMEs), as intellectual capital is likely to be the key source of competitive advantage (European Commission, 2006; Huggins & Weir, 2012). SMEs generally have advantages over established companies in terms of learning (Davenport, 2005; Lee et al., 2010). In order to prevent science parks from becoming just real estate brokerage entities, managers and policy makers need to undertake a range of boundary-spanning activities to optimise the mobility of intangible and tangible knowledge and resources. This notion reflects the fact that science park management could, and should, harness ideas for strategic change when they seek to unleash an SME’s entrepreneurial potential. This chapter explores the ways in which leadership interventions in science park ecosystems may orchestrate tenants’ management insight and strategic foresight. It also outlines their contributions to the development of ICM practices in SMEs by propagating co-specialisation opportunities whilst understanding the cognitive consonance of the various roles played by tenants and other stakeholders in the science park ecosystem, not simply by resource or geography. This chapter is useful to the directors and CEOs of science parks for four primary reasons:. Ffirst, to clarify the relationships between the science park and its key players; second, to build an understanding of the different social mechanisms for diffusion of intellectual capital management practices; third, to understand the cognitive patterns in possible adaptation preferences and conditions within SMEs; and fourth, to educate managers about the types and roles of external agents’ involvements in the diffusion of ICM practices.

Grasping and representing the intangible aspects of a particular place allow one to experience the lebenswelt of space and open a broader perspective where the dominance of eye-centred apprehension can be abolished. In this term, a workshop was held to question the means of representing the intangible aspects of a place. The aim was to lead the participants to perceive the site with its intangible aspects and to investigate the possibility of representing it by various methods. In this paper, the outputs of this workshop will be discussed along with the basic concepts of the study.