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The purpose of this paper is to support the competitiveness and knowledge-based economic growth of the Slovak region of Košice and its stakeholders; suitable intellectual capital (IC) methodologies were selected and applied. This approach responds to a weak innovation performance of Slovakia in general and a weak connection of the Slovak labour market and vocational training system.

The methodological “backbone” is given by IC reporting (ICR). The two ICR models – the Austrian University model and the German “Alwert” model – were selected and transferred to higher educational institutions (HEI) and companies in Košice. The knowledge transfer was accomplished by implementation of on-site trainings with different groups of stakeholders, supported by e-learning. Several accompanying in-depth interviews with Austrian stakeholders were conducted to derive recommendations for ICR implementation in the Slovak public sector.

Beyond knowledge transfer, a shared understanding of the importance of IC management and common “IC language” between different stakeholders of the regional innovation system could be developed. Further, several recommendations for a sound development of an IC governance tool for HEI were elaborated.

The knowledge transfer and practical implementation of this Slovak case were successful. Requests for follow-up initiatives, invitations for conferences, development of projects including ICR elements prove this valuation.

A methodological innovation was accomplished by adapting a set of innovation key drivers as structural base for the development of the regional innovation function and interaction of stakeholders.

The purpose of this paper is to apply the concept of Intellectual Capital to assess intangible resources as crucial for the quality of educational processes. It identifies patterns of interdependence between drivers of Intellectual Capital and generic processes of educational institutions as a prototype study in Austria. Four levels of education are analysed and related to each other in order to identify the need to differentiate drivers of Intellectual Capital.

Educational institutions are typically regulated by governmental procedures and do not follow entrepreneurial management models. This paper suggests the assumption of a value chain of schools with the student as a significant customer as well as the object of intervention. Experiences from the application of Intellectual Capital assessment in value chains of the automotive industry are transferred to education. The methodology of “Wissensbilanz – made in Germany” is applied in action research-oriented prototypes.

Prioritizing scarce resources and systematically monitoring intangible assets in public as well as privately management educational intuitions contributes to economic improvement and better accomplishment of strategic objectives.

Applying methodologies for Intellectual Capital reporting in educational institutions and integrating the management of these resources along the value chain of education seems to be very beneficial not only for ministries of education but for de-central decision makers as well.

Austria officially implemented the legal obligation for Intellectual Capital reporting for universities in 2007. Up to date, no test on the usefulness of a comprehensive Intellectual Capital assessment in educational institutions was reported. Based on data from 12 case studies collected over two years, preliminary insights are reported.

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.