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The key purpose of this article is to provide an understanding of the rationale for, and an assessment of, public policy intervention to alleviate a perceived market failure in the area of intellectual asset management by firms.

Utilising secondary data, the article initially constructs an Intellectual Asset Index for UK regions. This is followed by an assessment of public policy intervention, mainly reliant on data captured through semi‐structured interviews.

Whilst public policy appears to be relatively successful in facilitating firms to develop a greater knowledge and understanding of the role of intangibles in maintaining and improving organisational competitiveness, it faces far greater challenges in attempting to convert increased awareness and understanding into the proactive management and exploitation of these intangibles by firms.

The research was undertaken relatively soon after the policy intervention it assesses was implemented. Therefore, the full impact of such public policy was unlikely to be realised at this stage.

The article provides a range of findings and implications that can be utilised by policymakers considering or already intervening in the provision of support to help firms better manage their intellectual assets.

Both the construction of the regional Intellectual Asset Index and the assessment of public policy attempt to provide an understanding of the link between the performance of firms and the competitiveness of the locations in which they are based.

This paper aims to focus on how small knowledge‐intensive business service (KIBS) firms manage their knowledge‐based processes, or what are termed “intellectual assets”.

The paper is based on data collected from a sample of small KIBS firms located in Scotland. The methodological approach is novel in that it utilises the results of an online benchmarking tool allowing firms to gauge their intellectual asset base in comparison with other firms.

The paper finds that approaches to the strategic management of intellectual assets vary significantly according the size and type of KIBS firm. Differences in these approaches impact on the development of effective innovation processes, with resource deficiencies in smaller firms constraining their innovation capability.

It is concluded that small KIBS firms face particular challenges in managing the innovation process and establishing sustainable knowledge management practices, and may benefit from targeted policy intervention.

Unlike many other studies of KIBS firms, this paper focuses on how small KIBS firms manage their own knowledge processes as part of their strategic management approach for creating competitive advantage.

The purpose of this paper is to analyze, for both parties of a distribution channel, to what extent each party perceives the counterpart’s use of performance measurement systems (PMS) and how this perception affects the perceiver’s own use of these systems, for either decision control or decision management.

The paper proposes a conceptual model tested at different levels using structural equations models. A case study uses survey data from 107 distributors and 91 manufacturer managers.

PMS allow evaluation by the manufacturer and daily management by distributors; both uses of PMS can be simultaneous and complementary. Results show that each party’s perception of the counterpart’s use contributes to its own use, although real uses do not significantly influence these perceptions.

The results must be interpreted with caution because the sample is small. This study calls for further data collection in real situations with larger samples, and for eliminating the influence of the distribution channel type. Further work is needed to analyze other constructs driving the relationship between real use and perception.

This study’s originality comes from the conceptual model, data set, and levels of analysis. Decoupling real use and perception, it challenges the prevailing assumption that managers accurately perceive counterpart managers’ use of PMS. Analyzing at both group and individual levels, it extends the more usual dyadic studies by recognizing that any given manager’s perception may be almost wholly formed by his/her interaction with a group of individuals.

This paper aims at understanding how clinical guidelines' use in the labour process relates to clinical autonomy, that is, the self-control medical professionals exercise over medical practice.

Drawing on a qualitative case study research strategy, this paper explores how medical professionals use clinical guidelines in the labour process in one public general hospital of the Greek National Health System. Supplemented by an extensive study of documents, semi-structured interviews were conducted with 33 doctors of several specialties.

The analysis shows (1) how clinical autonomy, as a self-control structure, mediates the use of clinical guidelines as a knowledge tool in the labour process, and (2) how employing clinical guidelines as a means towards coordinating medical work, but also towards regulating and standardising medical practice, is exercising pressure on the individualistic character of clinical autonomy.

Advancing the analytic value of workplace control structures, this paper contributes novel theoretical understanding of emerging tendencies characterising medical work organisation and clinical autonomy, and explains how medical professionals' non-adherence to clinical practice guidelines (CPGs) relates to CPGs' role as a resource to medical practice. Finally, this research proposes a more critical approach to health policy towards addressing the challenges associated with centrally introducing clinical guidelines in healthcare organisations.

The purpose of this paper is to reflect on career aspirations and experiences explored with senior women organizational scholars employed in neoliberally driven public universities in Aotearoa (New Zealand) legally mandated to serve as a critic and conscience of society.

Over the 18 months period, three sequential research conversations were conducted with each of 12 participants known for their commitment to social justice and planetary well-being. The conversational approach allowed for spontaneous participant-lead development of ideas. Sequencing of conversations allowed for reflection on matters raised in previous conversations.

Vitality and creativity deemed essential to scholarly careers were reportedly under pressure. Career concepts in use indicate a protean commitment to self-direction but also recognized constraints of institutionally driven neoliberal output regimes. Detrimental impacts of neoliberal values permeating their employing institutions were offered spontaneously often in radical feminist terms but paradoxically given liberal feminist remedies.

The 12 diverse transcripts of participant conversations generated remarkable similarities that indicate the influence of career articulations on the social construction of reality. The implications of this interpretation invite further reflection on the consequences of normalization of career metaphors and their implication in the intensification of institutional control, the weakening of professional autonomy and the system preserving restriction of career-related responsibilities.

Highlighting constraints to creativity and vitality necessary for scholarly work can inform further research into professional influences on justice and environmental matters in and beyond the Academy.

In this paper a short review of Aotearoa (New Zealand) as in vanguard of neoliberal intensification globally, the implication of this doctrine in neoliberally driven universities and the impacts on career opportunities, degradations and responsibilities of scholars are explored.

The conversational research process contrasts with more tightly framed empirical research methods by generating spontaneous participant-led articulations of career-related dynamics explored and expanded over subsequent conversations.

This article explores the influence of education and experience on the time to the top in family and non-family CEOs who work for Latin American family firms.

In order to achieve these objectives, this study draws upon human capital theory as well as career and family firm literature. The careers of 129 CEOs of family firms who form part of the América Economía ranking were analyzed and quantitative methods were used.

In Latin American family firms, family CEOs reach the top faster than their non-family counterparts. In addition, the influence of human capital variables on the way to the top differs between the two groups. For family CEOs, obtaining a graduate degree delays the way to the top, while for non-family ones, it reduces the time to the top. As regards experience, for promoted family CEOs, the greater the percentage of the career spent in the organization they lead, the shorter the time to the top. No support was found for either the influence of having worked for just one firm or having had elite graduate education abroad, in multilatina CEOs.

Individual career management suggestions for future CEOs as well as specific guidelines for talent managers are proposed

This is the first study to explore the influence of human capital indicators on the time to the top in Latin American family firm CEOs.

Este artículo explora la influencia de la educación y la experiencia sobre el “time to the top” de los Gerentes Generales, miembros de la familia y no miembros, quienes trabajan para empresas familiares latinoamericanas.

Para lograr estos objetivos, este estudio se basa en la teoría de capital humano y la literatura sobre carreras y empresas familiares. Fueron analizadas las carreras de 129 Gerentes Generales de empresas familiares, integrantes del ranking América Economía, y se utilizaron métodos cuantitativos.

En las empresas familiares latinoamericanas, los Gerentes Generales miembros de la familia llegan más rápido a la cima que los no miembros, y la influencia de las variables de capital humano en el “time to the top” difiere entre ambos grupos. Para los Gerentes Generales familiares, los estudios de posgrado retrasan el “time to the top”, mientras que, para los no familiares, lo reducen. En cuanto a la experiencia, para los Gerentes Generales que han sido promovidos, cuanto mayor es el porcentaje de carrera invertido en la organización, menor es el “time to the top”. No se obtuvo respaldo para las hipótesis sobre la influencia de trabajar en única firma o el posgrado de élite en el extranjero, en este último caso para los Gerentes Generales de multilatinas.

Se ofrecen sugerencias de gestión de carrera a nivel individual para futuros ejecutivos, así como lineamientos para los gerentes de talento.

Este es el primer estudio que explora la influencia de los indicadores de capital humano sobre el “time to the top” de Gerentes Generales de empresas familiares latinoamericanas.