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Extended VAIC model: measuring intellectual capital components

Jamal A. Nazari (Haskayne School of Business, University of Calgary, Calgary, Canada)
Irene M. Herremans (Haskayne School of Business, University of Calgary, Calgary, Canada)

Journal of Intellectual Capital

ISSN: 1469-1930

Article publication date: 23 October 2007

6090

Abstract

Purpose

In the intellectual capital (IC) literature, only a few studies have analyzed the relationships among the components of IC and organizational success. This study sets out to extend the current models to provide further insight into the role of IC in organizational performance.

Design/methodology/approach

The study provides a theoretical discussion designed to push the measurement of IC into a more rigorous and comprehensive domain.

Findings

As this is a theoretical paper, several hypotheses are presented for testing in the future.

Practical implications

Recognizing the most influential elements of IC on organizational performance would help organizations to understand better the organizational capabilities they possess. In addition, the suggested extension would enable researchers to use archival resources to do cross‐company comparisons.

Originality/value

The suggested extension to the VAIC model builds on several IC models that have not been well‐connected in the literature previously.

Keywords

Citation

Nazari, J.A. and Herremans, I.M. (2007), "Extended VAIC model: measuring intellectual capital components", Journal of Intellectual Capital, Vol. 8 No. 4, pp. 595-609. https://doi.org/10.1108/14691930710830774

Publisher

:

Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited

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