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The twenty‐first century knowledge driven economy has seen increasing importance being placed on maximising the organisation's intellectual capital (IC). At the same time knowledge management (KM) systems are being developed. The paper establishes similarities between the two and proceeds to develop a systematic approach to linking them through the intellectual capital web (ICW). There are six components with the ICW: strategic objectives, management systems, measurement systems, knowledge workers, catalysts and reward and incentive systems. The integration of IC and KM requires alignment of KM processes with IC assets to meet the organisation's strategic needs. A theoretical conjecture is developed in which the components of elements of ICW are interweaved to achieve strategic objectives. The systematic approach outlined in the paper should offer organisations valuable guidelines to maximising their IC assets and managing their knowledge management processes.

Organizational memory (OM) is a branch of collective memory studies tied to instrumental action which seeks to enhance the organization's intellectual capital by aiding organizations in using both routine practices and imbedded information to anticipate and solve problems. Within an intellectual capital perspective, OM involves the encoding of information via suitable representation and retrieval systems which are filtered through the three forms of intellectual capital – human, structural and relational. This paper explores how these three forms of intellectual capital, when put into mnemonic practice, generate four interrelated but distinct models of OM – the storage bin model, the narrative model, the innovative model, and the political resource model. Emphasis is placed on discussion of how each of these models of OM impacts efforts to effectively manage an organization's intellectual capital.

PurposeThe purpose of this article is to review current literature on intellectual capital and its second‐tier sub‐components with a view to developing an improved research framework and a foundation for measures.Design/methodology/approachRefereed journal articles were selected from social sciences citations index (SSCI) and business source premier with a time limit of ten years.FindingsClear definitions are developed for each sub‐component of intellectual capital. This was done after identifying, for each sub‐component, the dimensions along which current definitions and research differ. A research framework is developed, which emphasizes the interaction between sub‐components of intellectual capital.Originality/valueThe paper provides a clear integrated framework and measures of forms of intellectual capital to guide and inform future research.

Researchers in the area of strategic management agree on the key role of knowledge as a source of sustainable competitive advantage, but very few know how to manage knowledge that produces value or intellectual capital in an efficient way. Intellectual capital benchmarking system (ICBS) is trying to fill this gap using benchmarking techniques, and facilitating the process of learning from the best competitors. ICBS is at the same time a new strategic management method and a new strategic management tool that allows companies to benchmark core competencies or intellectual capital against world class best competitors of the same business activity. When using ICBS in an orderly systematic and repetitive way, we obtain competitiveness balance sheets that complement and perfect financial balance sheets and lead companies to leveraging intellectual capital. The system has been tested and successfully implemented in more than 30 European enterprises.

A synopsis of key topics, issues and findings as presented at the 4th World Congress on Intellectual Capital hosted by McMaster University in Hamilton, Ontario, Canada. There were 536 delegates from 32 countries discussing the growing importance of intellectual capital. This paper highlights the key messages from the keynote speakers of the conference. Includes a summary of the presentations of such luminaries as Shahla Aly, VP Communication Sector at IBM Canada; Stephen Denning, KM director of the World Bank; Don Tapscott, chairman of Digital 4Sight; Ante Pulic and Ursula Schneider, directors of the Austrian Intellectual Capital Research Centre; Tom Jenkins, CEO of OpenText; Leif Edvinsson, VP of Knexa.com Enterprises; Verna Allee, president of Integral Performance Group; and Don Morrison, COO of Research in Motion.

PurposeThe purpose of this paper is to present a framework that is developed for analysis of intellectual capital transformation into companies' value, including an identification of the key factors of this process.Design/methodology/approachThe paper employs intellectual capital on the intersection of value‐based management (VBM) and the resource‐based view (RBV). Starting from a review of the results provided in the literature regarding intellectual capital (IC) evaluation and its link with firm performance, a system of proxy indicators related to IC transformation in both concepts has been designed. The evaluation ability of the developed model was justified using regression analyses.FindingsA detailed algorithm for intellectual capital evaluation in terms of input‐outcome transformation. The intellectual capital transformation evaluating model (ICTEM) provides a holistic view of intellectual resources as companies' strategic investments.Research limitations/implicationsThe paper emphasizes that the ICTEM framework could be mostly applied for the analysis of a firm as a typical representative of the industry or the country. In that sense it is not applicable for specific feature analysis of a company.Practical implicationsThe paper highlights the ICTEM as a tool of investment decisions, mostly taking into account common trends, the prospects of industries, and economies' development.Originality/valueThe ICTEM provides the ostensive framework of intellectual capital transformation analysis using a statistical approach.

Intro -- Abstract -- Profiles -- Table of Contents -- Chapter 1 : Introduction -- i. Research Question / Collection of Biographies -- ii. The Field and Biographical sample -- iii. Methodology: interviews, participant observation -- iv. Observing Oneself: Positionality -- v. Defining Corporate Mobility and Fieldwork -- vi. Mobility Factors -- vii. Framework -- Chapter 2 : Plug In / Plug Out -- i. Working Strategies -- ii. Working together -- iii. On the Personal Front -- iv. Affective Analysis -- v. Containing Perspectives -- vi. Conclusion -- Chapter 3 : Families on the Move -- i. Mobility Snapshots -- ii. Conclusion -- Chapter 4 : Intellectual Capital as Currency -- i. Language as Currency -- Conclusion -- Chapter 5 : Mobility Flows: Emotions -- Food, Rituals, Memory -- i. Affect Theory Unpacked -- ii. Sensorial Mobility -- iii. Emotional Capital -- iv. Emotions on the Move -- v. Conclusion -- Chapter 6 : Transnational Transformations -- i. Management Matters -- ii. Mobile Leaders -- iii. Success Factors -- iv. Conclusion -- Chapter 7 : Basel Topography & -- Features -- i. Imaginary of Basel -- ii. (Un)common Spaces -- iii. Conclusion -- Chapter 8: Basel is Unique - City Life -- i . Reality Bites -- ii. International School Bubble -- iii. (In)Visible Boundaries -- iv. Consuming Cosmopolitanism -- v. Conclusion -- Chapter 9: Mobility or Not? -- i. Dual Career Choices -- ii. Support Networks -- iii. Conclusion -- Chapter 10 : Swiss Spaces -- i. Gruezi! Greetings! -- ii. Permission, Please! -- iii. Integration Means? -- iv. Conclusion -- Chapter 11: Exploring 'I' -- i. Getting to know Basel -- ii. Learning By Doing -- iii. University Experience -- iv. What does this mean? -- v. Conclusion -- Chapter 12 : Sensorialscapes -- i. Linking Spatialities -- ii. Emotional Capital -- iii. Discomfort Explored -- iv. Conclusion.

Purpose
This study contributes to intellectual capital (IC) disclosure research. Focussing on reducing the information asymmetry associated with agency theory, the purpose of this paper is to investigate the extent to which managers and owners disclose IC in initial public offering (IPO) prospectuses. In particular, it examines the influence on post-issue stock performance based on the IPOs of technology companies listing on the NASDAQ from 2002 to 2013. Parallels are drawn to integrated reporting (<IR>), which was developed after the global financial crisis (GFC) because of the perceived shortcomings of regulated forms of financial reporting.


Design/methodology/approach
The authors apply a two-stage methodology, using content analysis of prospectuses to determine the extent of IC disclosure, then combining this data with market data using regression analysis to determine the influence of IC disclosure in IPO prospectuses on post-issue stock performance.


Findings
According to the content analysis results, these IPO prospectuses contain significant amounts of IC disclosure for the subsequent analysis. The authors find that after the GFC technology companies disclose more IC information. The econometric analysis also reveals that IC disclosure has a higher influence on post-issue stock performance after the GFC than before.


Research limitations/implications
The research shows how IPO prospectuses are a valid form of disclosure to investigate the impact of reducing IC information asymmetry because they contain significant amounts of forward-looking non-financial information about the company's development. Additionally, the results are relevant to discussions about the impact of <IR>. If IC and non-financial disclosures contained in an integrated report are forward-looking and reduce information asymmetry then <IR> may have value relevance to a firm.


Practical implications
The research confirms that more IC disclosure information in prospectuses may positively influence companies' post-issue stock performance, especially in the long run. However, the authors caution that disclosing IC information to investors is not the panacea for increased post-IPO share performance.


Originality/value
This paper is novel because it shows the value relevance of IC disclosures to reduce information asymmetry through its focus on prospectuses, which helps to understand of the potential impact of <IR>.

Intellectual capital creation is theorised in this conceptual paper as a dynamic process of collective knowing that is capable of being leveraged into market value. The tacit, intangible and socially unconscious nature of substantive parts of this dynamic process presents some daunting theoretical challenges. Adopting a broadly social constructionist epistemology and a pluralist ontology, the point of departure introduced here is the set of symmetric and reciprocal relations presupposed in Jürgen Habermas' theory of communicative action. In this worldview, interaction, as distinct from individual action, becomes the germ‐cell or basic unit of theoretical analysis. The relations and validity claims built into the medium of communicative action, viewed here as the nexus of intellectual capital creation, are substantive and real phenomena; they are thus open to empirical investigation.

PurposeThe purpose of this paper is to categorize customer‐to‐customer (C2C) interaction as a sub‐component of relational capital and conceptualize C2C interaction adding value to business‐to‐customer (B2C) relational capital.Design/methodology/approachThis work empirically tests the concept of C2C interaction and its added value to a firm's B2C relationship within the movie industry. Both business data and consumer interaction from blockbuster movies are collected to test their impact on movie sales.FindingsThe results support the hypotheses that C2C interaction (user messages on Yahoo movie message board) adds more explanation to movie sales than B2C interaction (advertising budget) alone, and that there is an inverse relationship between the impact of a firm's B2C interaction and C2C interaction on a firm's sales performance, with the former diminishing over time and the latter increasing over time.Research limitations/implicationsFor intellectual capital (IC) researchers, the main implication from the results of this paper is that the value of C2C is "in addition" to the existing customer relations already managed by the firm. The results of this paper confirm C2C relational capital within the movie context. Future research should use more textual‐based data to evaluate the positive and negative consumer interactions and their impact on IC value.Practical implicationsThe findings of this paper stress the importance of practitioners, including the voice of customers in their financial reporting. Managers can now extract and incorporate the content of C2C interaction to a firm's day‐to‐day decision‐making process.Originality/valueThe originality of this paper resides in extending relational capital conceptual framework by dividing relational capital into B2C and C2C subcomponents, hypothesizing the added value of C2C interaction to B2C relational capital and the inverse relationship between B2C and C2C relational capital over time, and empirically providing a reference sample for practitioners for future IC reporting.

PurposeThe purpose of this paper is to provide assistance to universities in the process of developing their ability to identify, measure, manage and value their intangible assets.Design/methodology/approachThe paper takes the form of a review of the most important intellectual capital management initiatives at Spanish public universities.FindingsThe experience gained from the case studies provides a basis for understanding how Spanish universities are measuring and managing their intellectual capital.Research limitations/implicationsDespite its importance, intellectual capital at universities is scarcely dealt with in a specific manner. Up to now, only a few universities have taken the challenge of trying to measure, manage and report on intangible assets.Practical implicationsThis study offers a perspective on how Spanish universities deal with their intellectual capital. In this sense, the first step would be the definition and diffusion of the organisation's strategic objectives. Then, critical intangibles related to these objectives should be identified and the causal network of relationships among them should be established. Afterwards, a set of indicators is defined and developed for each intangible.Originality/valueThis paper shows the importance of intellectual capital approaches as instruments to face the new challenges in Spanish universities. It offers practical help to universities to develop means to identify, measure, manage and value their intangible assets.

Uses the case of telecommunications software company APiON to illustrate how the company developed and implemented a growth strategy that allowed them to realize a dramatic increase in shareholder value through proactively focusing on managing their intellectual capital (IC) resources. While there are many perspectives on value creation, they all share a weakness in identifying specific actions and in mobilizing organizational resources. As it has emerged out of practice, the IC perspective has a distinctive practitioner focus, emphasizing resource accumulation and deployment in the value creation process. Presents the key concepts and language of the IC perspective, illustrating its implementation using the case of APiON. Closes with some conclusions and remarks concerning further development of the IC perspective.

PurposeThe purpose of this paper is to analyse the transition from measurement to management in relation to intellectual capital (IC). It aims to understand the relationships between measurement of IC and operational activities, strategies and context.Design/methodology/approachThis study takes an "action research" perspective to investigate the management of the analysed company in respect to IC.FindingsThe study concerns a company operating in the field of electronics and defence, which has developed a model of IC management. Every project set up by the company that impacts on IC is subject to measurement, valuation and reporting. This model aims to be an effective support to general management, providing a link between intangible assets and capabilities that create value.Originality/valueThis study does not aim to develop a framework for IC measurement but to highlight the process leading to implementing an IC framework in practice.