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The purpose of this paper is to investigate how intangibles are identified by managerial staff of Bulgarian entrepreneurial firms. This is achieved by analysing corporate policies and the day-to-day intangibles management practices in a small number of companies in the context of those companies’ overall performance.

Empirical research based on three case studies. This approach has been chosen since it provides the opportunity to use a range of analytical methods so as to illuminate the issues from different angles. The companies were selected on the basis of the definition of Timmons and Spinelli (2007) of entrepreneurial firms.

This exploratory research provides evidence about identification of and good practices relating to the successful management of intangibles in Bulgarian entrepreneurial firms. It shows that though not explicitly recognised, intangibles are high on the management agenda and in their day-to-day practice.

The research is based on three case studies and is focused on specific aspects of management in the particular case of entrepreneurial companies, and these factors limit the possibilities for generalisation.

The paper sheds new light on how intangibles are identified and managed in the context of the daily practice of entrepreneurial firms. Data analyses provide evidence that intangibles are identified through human capital, structural capital and relational capital and well-being. Further, in entrepreneurial firms, recruitment and retention decisions are often based more on individuals’ potential and willingness for further personal development than on their current abilities.

This paper aims to explore the SME managers' understanding of, and attitudes towards human capital (HC) and well-being as factors impacting on the business performance of their organisations.

The study from which this paper reports included qualitative data collected through 42 semi-structured interviews with senior managers of SMEs from growth industries in the service sector. Research was undertaken in three European Union countries: Scotland (UK), Finland and Bulgaria. These countries are considered to be at different stages in the development of a knowledge-based economy (KBE) and innovation.

It is evident that whilst SME managers are interested in knowledge, skills and experience as key elements of HC, peoples' soft skills and attributes, such as attitude, willingness and ability to learn and develop, and enthusiasm about the(ir) work are often considered more important. HC is seen as potentially an abundant resource, providing scope for competitive advantage at both personal and enterprise levels.

The key findings from this paper inform future policy and HRM practices in respect to the development of a KBE through highlighting positive impacts for SMEs' strategy management practice.

The key findings from this paper inform future policy and HRM practices in respect to the development of a KBE through highlighting positive impacts for SMEs' strategy management practice.

This paper indentifies SME managers recognition of individual's potential to gain new knowledge coupled with a willingness to learn as important – and often more so than formal knowledge and experience. It gives valuable insights about well-being viewed through the prism of SME management. It offers opportunities for personal development as well as the acquisition of new knowledge and skills. These can have a positive impact on potential employability and also the evaluation job content.

The purpose of this paper is to construct a strategy model based on Intellectual Capital (IC) theory and to demonstrate that it is not purely resource‐based (RBV), but includes many elements that are rooted in the market based view (MBV). The authors' analysis indicates that only strategies which lead to both tangible and intangible revenues are sustainable in a knowledge‐based economy.

The paper takes the form of an extensive review of IC and strategy literature, and in‐depth comparative analysis of IC concept and the strategy management frameworks, particularly Porter's framework.

It is found that the IC‐based view (ICBV) is much closer to the MBV than what one would expect and the ICBV is more appropriate for a knowledge‐based economy than both the MBV and the RBV in general.

It is widely assumed that IC theory is strongly related to resource‐based strategy. The authors question this simple view and maintain that the IC‐based view relates to both MBV and RBV.

This introduction paper to the special issue on “Managing intellectual capital dimensions for organizational value creation” aims to focus on the relationships between intellectual capital (IC), innovation, performance improvement and competitive advantage in private and public organizations. The purpose of this paper is to review and underline some relevant theoretical pillars and contribute to the ongoing debate on how knowledge assets may impact organizational performance and innovation dynamics.

The paper is based on a deep analysis of the managerial literature addressing the nature, the role and the relevance of the IC dimensions for organizational value creation. The conceptual background sets the foundations for a better understanding of the strategic importance of knowledge-based value drivers for innovation and sustainable competitive advantage.

This paper provides a framework summarizing the key assumptions at the basis of a better understanding the strategic relevance of the knowledge-based value drivers for competitiveness.

The value of this paper is the definition of a conceptual framework outlining the relationships between IC management, innovation, performance improvement and value creation capacity.