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Article
Publication date: 30 May 2008

Gavin A. McCutcheon

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

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Practical implications

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.

Originality/value

The paper introduces EVVICA™, a useful valuation model for intellectual asset‐rich businesses.

Details

Measuring Business Excellence, vol. 12 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

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Article
Publication date: 30 May 2008

Giovanni Schiuma and Antonio Lerro

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

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Measuring Business Excellence, vol. 12 no. 2
Type: Research Article
ISSN: 1368-3047

Keywords

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Book part
Publication date: 1 August 2004

Larry J Williams, Mark B Gavin and Nathan S Hartman

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…

Abstract

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.

Details

Research Methodology in Strategy and Management
Type: Book
ISBN: 978-1-84950-235-1

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Book part
Publication date: 7 July 2017

Abstract

Details

Knowledge Transfer to and within Tourism
Type: Book
ISBN: 978-1-78714-405-7

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Article
Publication date: 7 July 2021

Obed Magny and Natalie Todak

Emotional intelligence (EI) reflects an ability to acknowledge one's own emotional state and keep one's emotions in balance while recognizing emotions in others, managing…

Abstract

Purpose

Emotional intelligence (EI) reflects an ability to acknowledge one's own emotional state and keep one's emotions in balance while recognizing emotions in others, managing interactions and relationships with them and resolving conflict. Considering that police work largely involves interactions with others, the purpose of this paper is to offer a state-of-the-art review of the research on EI in policing.

Design/methodology/approach

Using several online databases, a literature search was performed to collect all peer reviewed studies on EI in policing from around the globe. The authors review the nature of this research and its major findings. They also summarize how EI was conceptualized and measured across studies.

Findings

The authors' search generated a list of 20 studies carried out in 9 countries. Almost all used survey methods and most adopted an ability-based model of EI. The most common area of focus was on correlates of EI in police officers (N = 12), followed by descriptive studies of EI in police officers (N = 5), and finally assessments of the relevance of EI for police training (N = 3).

Originality/value

Policing research has not paid enough attention to EI. To the authors' knowledge, this is the first effort to assess the state of this literature. With law enforcement agencies looking for ways to improve citizen trust and legitimacy worldwide, the preliminary evidence suggests EI warrants considerably more empirical and practical consideration.

Details

Policing: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1363-951X

Keywords

Content available
Article
Publication date: 6 February 2009

Abstract

Details

International Journal of Operations & Production Management, vol. 29 no. 2
Type: Research Article
ISSN: 0144-3577

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Article
Publication date: 3 August 2021

Laura Birou and Remko Van Hoek

This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that…

Abstract

Purpose

This paper aims to fill a void in existing research by focusing on in-company efforts to develop supply chain (SC) talent, with a specific focus on the role that executives can play in this process. This study uses the resource-based view (RBV) of the firm and theory of training motivation as theoretical background for the exploration. In addition to that, this paper provides meaningful information for executives aspiring to contribute to the development of supply chain management (SCM) talent including the primary drivers, benefits, barriers and bridges (Fawcett et al., 2008). Using this framework will lead to the development of a conceptual model to facilitate future research efforts.

Design/methodology/approach

This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent.

Findings

In all three case companies’ executive engagement was high and the executives acted as champions of the SC talent development program including designing and stewardship of the program. They also got personally involved in recruiting, training and mentoring. In alignment with the RBV of the firm, all three case companies were strongly driven by a need to improve the competitive advantage of their firm through the SC competencies and capabilities. This strategic directive is driven by the executive suite and typically involved a combination of goals including improving functional capability development, internal stakeholder relationships and growth in business value contributions. This leads to the need for attracting new talent, due to talent shortages and developing more future-proof capabilities of the SC talent. Talent that is future-proof can effectively handle the current scope of work and successfully implement changes that the SCM strategy aspires to. Hence, the executive ownership is very much driven by a strategic imperative to improve the knowledge, skills and abilities and critical realization of the importance of talent recruitment and development. This study also finds that there are very specific SCM drivers, benefits, barriers and bridges in play making it important for SCM executives and teams to engage and not rely on generic human resource (HR) processes and frameworks only.

Research limitations/implications

We found that in the three case companies’ executive engagement in talent development had a positive impact. We also identified specific roles of the executives such as, the benefit of engagement across multiple hierarchical layers of the organization and, the risk of programs being shorter lived when focused on a narrower talent issue. Our research focus contributes to the existing supply chain literature involving talent management. It also suggests actions for supply chain executives, for the educational provision of universities and multiple research opportunities.

Originality/value

There is no evidence of prior research in fields of HR management, talent development or SCM related to the impact of executive engagement in this process. This paper studies three case companies where there was an active executive engagement in the recruiting, on-boarding and ongoing development of SC talent. Findings show the critical impact of personal and extended engagement of senior-level executives and their leadership teams, in SC talent development. This paper offers specific techniques and approaches, generates suggestions for further research, managerial action and university implications.

Details

Supply Chain Management: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1359-8546

Keywords

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Article
Publication date: 1 July 2004

Gregory N. Stock and Mohan V. Tatikonda

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…

Abstract

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.

Details

International Journal of Operations & Production Management, vol. 24 no. 7
Type: Research Article
ISSN: 0144-3577

Keywords

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