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Purpose: This article reports on the background, the conceptual ideas and the lessons learned from over more than 20 years of IC Statements and Management with a country focus on Germany and some international developments. It calls for an integrated management approach for IC and offers case study evidence on how to accomplish this quest. Design/methodology/approach: Report on the German initiative "Intellectual Capital Statement made in Germany" (ICS m.i.G.). A brief review of the literature describes the background and theoretical foundation of the German IC method. A short description of the method is followed by four detailed case studies to illustrate long-term impact of IC management in very different organizations. A discussion of Lessons Learned from more than 200 implementations and an outlook on current and future developments finalizes the article. Findings: IC Statements made in Germany (ICS m.i.G.) was successful in providing a framework to systematically identify IC, evaluate the status quo of IC relative to the strategic requirements, visualize interdependencies of IC, business processes and business results as well as to connect IC reporting with internal management routines and external communication. However, ICS is not an insulated method but delivers the maximum benefit when integrated with strategy development, strategy implementation, business process optimization accompanied by change management routines. Strong ties to human resource management, information technology departments, quality management, research and development teams as well as business operations as the core of an organization help to yield the most for ICS m.i.G. Over time, the focus of managing IC changes and maturity leads to deutero learning. Practical implications: ICS m.i.G. proved easy to apply, cost efficient for SMEs, larger corporations and networks. It helps to better accomplish their objectives and to adjust their business models. The guidelines in German and English as well as a software application released were downloaded more than 100,000 times. A certification process based on a three-tier training module is available and was successfully completed by more than 400 practitioners. ICS m.i.G. is supporting current standards of knowledge management, such as ISO 9001, ISO 30401 or DIN SPEC PAS 91443 and therefore will most likely have a continuing impact on knowledge-based value creation. Originality/value: This paper reports lessons learned from the country-wide IC initiative in Germany over the last 20 years initiated and supported by the authors. Several elements of the method have been published over time, but so far no comprehensive view on Lessons Learned had been published. [ABSTRACT FROM AUTHOR]

Purpose - This paper aims to examine five key strategic management concepts: industrial organisation (I/O), resource-based view (RBV), knowledge-based view (KBV), balanced scorecard (BSC) and intellectual capital (IC) within the non-profit context and to determine which is most applicable in the non-profit sector. Design/methodology/approach - This paper reviews the above concepts in the light of the unique non-profit environment. Findings - The IC concept is more effective compared with other strategic management concepts within the non-profit context. IC is an important resource that non-profit organisations need to develop in order to gain sustained strategic advantage. Research limitations/implications - This paper helps to build a nascent body of literature suggesting that the concept of IC is the most effective strategic management concept in NPOs. The increased awareness of the IC concept in the sector, as a result of this paper, is likely to generate further research from both non-profit practitioners and scholars. Originality/value - Very little systematic research has reviewed the applicability of strategic management concepts within the non-profit context. The paper acts as the first attempt to fill this gap. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to reveal and empirically validate a new typology of company strategic profiles regarding intangible resources. Design/methodology/approach – The study is carried out in three steps. The first stage comes to identify the coordinates of intangibles in which strategic profiles are found. The second stage enables a clusterization of more than 1,600 European companies observed during seven years in the coordinates of intangibles. The last step introduces comparative analysis of these clusters in terms of their performance. Findings – As a result of empirical analysis three strategic profiles regarding intangibles are discovered. Two of these profiles are called intangible-intensive as they demonstrate clear predominance of a particular set of intangibles. The innovative profile is associated with intensive investment in innovation and networking capabilities. The conservative profile puts emphasis on managerial capabilities and development of business process. The non-intangible-intensive profile, that has been called moderate, evenly allocates resources among intangibles keeping them on a low level relative to the intangible-intensive profiles. Practical implications – This research is useful for practitioners in strategic and knowledge management. It provides insight into common features of company strategies for intangibles as well their impact on short- and long-term performance. Originality/value – This work contributes to the field of strategic knowledge management by demonstrating a new relevant typology in company behavior regarding intangibles. Moreover, it equips decision makers in companies with a tool to design strategic vision in intangibles. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine whether strategic intent influences developing intellectual capital (IC) and if IC affects performance measured in terms of product and service diversification within small and medium enterprises over time. Design/methodology/approach – This study discusses if and how structural equation models can be located within the third stage of IC research, and subsequently presents an analysis developed using 1,392 questionnaire responses through a temporal lens. Findings – Empirical results show how relational, human and structural capital strongly connects to support a firm’s performance measured in terms of product and service diversification. Additionally, IC and strategic intent influence each other creating a constraint effect on one side and an ambition effect on the other. Interestingly, the constraint effect is much higher than the ambition effect, and this falls in line with a contingency approach to strategic intent. Practical implications – Several practical implications are developed. First, results show that high regulation where firms can offer mandatory product/services can limit IC development. Therefore the findings contribute to the dialogue between policy makers, managers and businesses. Second, business schools should consider how strategic intent contributes to developing IC in order to design future curricula for accounting and management studies. Third, firms that operate in similar contexts should pay attention to managerial myopia due to low competition where a significant part of firms’ revenues is from mandatory product/services. Originality/value – This paper contributes to the existing literature by investigating how IC affects strategic intent and how strategic intent fosters IC development. Additionally, findings build on existing theory, helping to understand how IC affects performance measured in terms of portfolio diversification. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to explain how intellectual capital (IC) is enacted and used in non-profit symphony orchestras from an organisational behaviour perspective. Design/methodology/approach – The paper is a nine-month case study on two community-based non-profit orchestras. The method uses field observations, interviews, factor analysis, and visual models in explaining how IC is connected to organisational practices. Findings – IC is perhaps best understood in its context to specific organisations rather than as discrete items that are allocated. Research limitations/implications – The case study is limited to non-profit orchestras based on an organisational behaviour perspective. The results, however, invite further research into how IC is used as a resource towards strategic planning. Practical implications – The study results point towards managing IC resources, given that they are grounded in actions and practices of the organisation. Questions of "how" (how is IC used?) drive the study versus questions of "what" (identification of IC). Originality/value – Understanding IC as context-dependent provides management guidance to NPO orchestras for improving volunteer participation, motivation, and meeting personal goals. It also informs boards of possible outcomes in implementing organisational change. [ABSTRACT FROM AUTHOR]

Purpose The competitive model has changed. In this context, society entered into an era in which intangible assets are the greatest assets of a company. However, some gaps and uncertainties are presented in the literature as to understand the value of a company based on knowledge intensive activities. The purpose of this paper is to analyze the methods of evaluation of intangible assets in the context of business, economic and strategic management.Design/methodology/approach This is a qualitative research. This research is characterized as descriptive, bibliographic, inductive.Findings The main results of this research can highlight the existence of valuation methods of intangible assets intended for specific industries, as public and/or private, that can be better aligned to the context of business; economic and/or strategic management.Originality/value It was found that intangible assets are a current topic and increasingly addressed in the literature. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to identify relevant gaps in human capital (HC) related to innovation performance, which might be the basis for creation of more effective innovation strategies. Design/methodology/approach – The proposed approach contains the following four steps: HC survey, assessment of HC value drivers, identification of gaps related to the HC value drivers and recommendations for an innovation strategy based on identified gaps. The HC survey includes 554 managers from Serbian companies within seven different industries. Findings – The biggest gaps in observed Serbian industries are related to crucial HC value drivers for innovation process, such as innovativeness, education and knowledge sharing and social skills. Research limitations/implications – Although there are limitations in measuring HC and innovation drivers, this approach seems to be valid in recommending more effective innovation strategies/policies on micro and macro level. Practical implications – This research reveals potentials and barriers within HC in different Serbian industries, crucial to innovation, pointing to the initiatives which might improve innovation performance across Serbian industries. The identification of HC gaps across industries is valuable for gathering sounder intelligence of the sources of innovation and fine-tuning of national innovation strategy according to specific features of industries. Originality/value – The proposed approach integrates a new perspective into current innovation measurement paradigm. It includes gaps within HC in the assessment of innovation performance, which might foster intangible innovation potential. [ABSTRACT FROM AUTHOR]