The purpose of this paper is to show how the Estimated Value Via Intellectual Capital Analysis (EVVICA™) model, which represents one way the analysis of human, relational…
The purpose of this paper is to show how the Estimated Value Via Intellectual Capital Analysis (EVVICA™) model, which represents one way the analysis of human, relational, and structural capital in conjunction with the renewal capacity of a business, can be used to yield a more accurate depiction of future worth.
The paper provides empirical evidence about the use of a managerial model on companies' performance based on the assessment and management of the knowledge assets founding their processes.
As reliance on intellectual assets increasingly becomes the dominant factor within business innovation and development cycles, application of conventional valuation models is becoming consequently less reliable. Discounted cash‐flows do not adequately depict the future value of such IA‐rich businesses and do not reflect their transformational nature. Operating within turbulent markets where the capacity to continually adapt and redefine is crucial, a new valuation model is clearly required to complement existing financial tools.
Combining alternative, possibly simultaneous, revenue generation possibilities within the model, more meaningful evaluations are possible which, in addition, illustrate the strengths and weaknesses of the business proposition and its capacity for sustainable change.
The paper introduces EVVICA™, a useful valuation model for intellectual asset‐rich businesses.
The purpose of this research is to show how the variety of ways of performing through knowledge and intangible resources exploitation raises the question of how these kind…
The purpose of this research is to show how the variety of ways of performing through knowledge and intangible resources exploitation raises the question of how these kind of resources can be coherently and successfully declined into companies' processes and operations, what are the “right”, or appropriate approaches to manage intellectual capital (IC), and how these approaches can disentangle the mechanisms by which those resources contribute to improve companies' organizational performance. In this introduction to the special issue some conceptual interpretations are developed to investigate IC‐based approaches, methods, tools and factors of companies' performance improvement.
The approaches, evidences and insights discussed in this introduction are largely based on the discussion of the topics of the conference “International Forum on Knowledge Assets Dynamics” organized in June 2007 in Matera, Italy. At this conference, leading experts discussed the importance of IC for organizational performance improvement, the IC key‐value drivers of the performance management and measurement, and theoretical concepts of, and practical approaches towards, a high‐performing IC management.
The outcomes of this introduction and of all the contributions to the special issue reflect the current discussion about better operationalization of IC management constructs. This discussion is largely focused on the importance of space for IC management activities, on the main knowledge assets that drive companies' processes improvement, the diversity of the relative relevance of each knowledge asset and the necessity for strategic and managerial decision‐makers to learn to apply general approaches, methodologies and instruments in specific companies. In this context, managing IC was mostly dealt with as a means to reach performance targets.
This introduction as well as all the contributions to the special issue deal with different aspects, which are important in the discussion of needs for a better understanding of the relationships between IC management and companies' performance improvement as well as the approaches, tools, methods and techniques to better disentangle the mechanisms by which knowledge assets, separately or interdependently, contribute to improve companies' organizational performance.
The objective of this chapter is to provide strategy researchers with a general resource for applying structural equation modeling (SEM) in their research. This objective…
The objective of this chapter is to provide strategy researchers with a general resource for applying structural equation modeling (SEM) in their research. This objective is important for strategy researchers because of their increased use of SEM, the availability of advanced SEM approaches relevant for their substantive interests, and the fact that important technical work on SEM techniques often appear in outlets that may not be not readily accessible. This chapter begins with a presentation of the basics of SEM techniques, followed by a review of recent applications of SEM in strategic management research. We next provide an overview of five types of advanced applications of structural equation modeling and describe how they can be applied to strategic management topics. In a fourth section we discuss technical developments related to model evaluation, mediation, and data requirements. Finally, a summary of recommendations for strategic management researchers using SEM is also provided.
This paper empirically examines the process of acquiring technology from a source, external to the firm, and incorporating it into a new product or operational process…
This paper empirically examines the process of acquiring technology from a source, external to the firm, and incorporating it into a new product or operational process under development. We refer to this key activity in product and process innovation as external technology integration. This paper develops a conceptual model of external technology integration based on organizational information processing theory and a wide range of technology management literature. Field interviews were conducted to evaluate the validity of the model across diverse settings. Our results indicate general support for the conceptual model. We close with a discussion of the implications of this study for both theory and practice.