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The purpose of this paper is to introduce the IC Rating™ approach as a management consulting approach to measure intellectual capital and to report on the implementation…
The purpose of this paper is to introduce the IC Rating™ approach as a management consulting approach to measure intellectual capital and to report on the implementation and experience in one case study firm.
The paper describes the IC Rating™ model in the context of the exiting literature in the field of IC measurement and uses a case study to demonstrate its practical application.
Based on the presented case study as well as implementations in other organizations we find the IC Rating™ model a useful tool to facilitate the analysis and discussion about intellectual capital in organizations.
The article gives a complementary view to the most commonly used score card methods and guidelines for intangibles on how intangibles can be measured. IC Rating™ focuses on the comparability between companies and industries as well as a simplification of how to interpret intangible measures.
The original idea for the paper was to answer the question “Why do companies really need to measure and develop intangibles?”. The answer is “To improve company financial performance”. The IC Rating™ methodology is therefore based on the answers to two other questions: “Which parameters does an executive manager need to have insightful knowledge of, in order to make the right decisions for the future?” and “From where and whom should the executive manager receive this information?”.
With intellectual capital and intangible assets high on the agenda of executives around the world, and little practical evidence of good practice in measuring and managing…
With intellectual capital and intangible assets high on the agenda of executives around the world, and little practical evidence of good practice in measuring and managing these assets, there is a great need for help. This editorial to a special issue on the topic introduces the problem and highlights key issues. The special issue provides an overview of how management consulting companies acting in this space suggest tackling the problem. The purpose is therefore to bring together the approaches of different management consulting firms and to make their differences explicit.
All major general management consulting firms as well as specialist consulting firms focusing in the area of intellectual capital and intangible assets were directly invited to submit a paper for this special issue. The call for papers was also made publicly available in the journal and through e‐mail campaigns by Emerald. All submissions underwent a double‐blind refereed selection process.
Even though many submissions were received for this special issue, most of the authors were not able to demonstrate a sufficient understanding of the constructs nor were they able to justify the tools and methodologies developed. Reviewers were made aware of the practical background of many of the authors and it was ensured that sufficient and constructive feedback was provided. Even with various rounds of reviews many papers had to be rejected as they resembled marketing brochures rather then logical discussions. This unfortunately shows that there still is a massive skills gap in the industry and companies should be careful before they engage with any management consulting firm to help them measuring or managing their intangibles.
The focus of potential papers was not academic rigor (as opposed to the Special Issue Vol. 5 No 2) but the provision of an overview of the state of the art in intellectual capital consulting practice. The papers therefore provide practitioners with good insights into current practice.
This special issue is the first to bring together in a structured and rigorous format different management consulting approaches to the measurement and management of intellectual capital and intangible assets.