Individual intellectual capital versus collective intellectual capital in a meta-organization

2016 ◽  
Vol 17 (2) ◽  
pp. 279-297 ◽  
Author(s):  
José Vale ◽  
Manuel Castelo Branco ◽  
João Ribeiro
Keyword(s):  
Intellectual Capital ◽  
Design Methodology ◽  
Content Type ◽  
Intellectual Assets ◽  
Managerial Implications ◽  
The Individual ◽  
Practical Implications ◽  
Level Of Analysis ◽  
Over Time

Purpose – The purpose of this paper is to discuss and analyse how intellectual capital (IC) is created and deteriorated in a meta-organization by assessing the interdependency between the collective IC of the meta-organization and the individual IC of its members. Design/methodology/approach – A case study conducted in a seaport is adopted to explore how creation or deterioration of IC at one level of analysis affects the IC at the other. Four different illustrations are provided, depicting different instances of articulation between both types of IC. Findings – Evidence suggests that, in a meta-organization, IC appears as a function of both individual and collective IC dimensions. Changes in the meta-organization’s IC or in its members’ IC may have different impacts on each other, generating intellectual assets or intellectual liabilities at both levels. Evidence also suggests that those changes in IC should be analysed in a longitudinal way, since both levels affect each other in different ways over time. Research limitations/implications – Despite the validity of the interpretations provided in the context of the case study, generalization to other situations should be conducted only in a theoretically framed manner. Practical implications – This study provides important strategic and managerial implications for meta-organizations and their members, who are concerned with their performance. Originality/value – Although there have been some efforts to apply the traditional IC methodologies to a bigger scope, such as regions or nations, some meso level empirical contexts are yet far unexplored, such as the case of meta-organizations. Furthermore there is a gap in management sciences’ research on seaports.

Initiating, challenging and improving knowledge in organizational contexts

2018 ◽  
Vol 41 (3) ◽  
pp. 278-295 ◽  
Author(s):  
Stefania Mariano
Keyword(s):  
Design Methodology ◽  
Organizational Knowledge ◽  
Current Debate ◽  
Improve Performance ◽  
Content Type ◽  
Organizational Contexts ◽  
Managerial Practices ◽  
Practical Implications ◽  
Over Time

Purpose The purpose of this study is to investigate how organizational knowledge interacts with artifacts and what determinants, driving processes and outcomes govern these interactions in organizational contexts. Design/methodology/approach A case study is used and data collected is from a US engineering and consulting company. Findings Findings suggested three major driving processes specifically initiating, challenging and improving and several related determinants and outcomes that governed the interaction between organizational knowledge and artifacts over time. Research limitations/implications This study has limitations related to the nature and dimension of the case selected. Practical implications This study provides a means to explain how organizations hold existing knowledge and what determinants, driving processes and outcomes govern the interactions between knowledge and artifacts to assist managerial practices and improve performance. Originality/value This paper contributes to the current debate on organizational knowledge and provides some empirical evidence of how knowledge interacts with artifacts in organizational contexts.

Firm-brand community value co-creation as alignment of practices

2015 ◽  
Vol 49 (3/4) ◽  
pp. 596-620 ◽  
Author(s):  
Per Skålén ◽  
Stefano Pace ◽  
Bernard Cova
Keyword(s):  
Design Methodology ◽  
Brand Community ◽  
Community Members ◽  
Content Type ◽  
Collaborative Practices ◽  
Brand Communities ◽  
Managerial Implications ◽  
Collaborative Platform ◽  
Practical Implications

Purpose – The purpose of this paper is to contribute knowledge regarding the nature of successful and unsuccessful value co-creation processes between firms and brand communities and the strategies used to address the latter. Design/methodology/approach – The paper draws on a netnographic study of the online collaborative platform known as Alfisti.com, which carmaker Alfa Romeo launched to enhance co-creation with its most devoted consumers, the “Alfisti”. Findings – The findings identify three groups of collaborative practices: interacting, identity and organizing practices. The paper details how firm and brand community members enact the elements – procedures, understandings and engagements – of collaborative practices and how the alignment of these enactments impacts value co-creation. Research limitations/implications – The paper suggests that co-creation of value succeeds when the enactment of collaborative practices aligns, i.e. when firm and brand community members enact practices in a similar way, and that co-creation fails when the enactment of practices misaligns. Firms and brand communities use three realignment strategies – compliance, interpretation and orientation – to address the misalignment and failure of co-creation. The fact that the research draws on a single qualitative case study is a limitation. Practical implications – Managerial implications include using realignment strategies to manage firm-brand community co-creation. Originality/value – Creating an empirical-based framework regarding successful and failing co-creation and how the latter is addressed in the context of brand community makes the paper original.

Intellectual Capital dynamics: seeing them “in practice” through a temporal lens

VINE ◽  
2015 ◽  
Vol 45 (1) ◽  
pp. 46-66 ◽  
Author(s):  
Marco Giuliani
Keyword(s):  
Intellectual Capital ◽  
Value Creation ◽  
Design Methodology ◽  
Participant Observation ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Changes Over Time ◽  
Over Time

Purpose – The purpose of this study is to observe Intellectual Capital (IC) dynamics “in practice” through a temporal lens by considering IC as an on-going process, and thus taking into consideration its life cycle and how it changes over time. Design/methodology/approach – A longitudinal case study has been investigated by adopting a participant observation approach to understand how the dynamics of IC are understood in practice. Findings – This study spotlights three main conceptions of IC dynamics (value creation, IC activities and organizational change) which, although generally proposed in literature as separable concepts, do co-exist and interact, in practice as is reflected in the related managerial tools. Research limitations/implications – The main limitations of this study are twofold. The first is related to the methodology adopted and in particular, to the participant observation approach. The second is related to the specifics of the case study undertaken. This paper contributes to the literature on “Intellectual Capital in action” and “Intellectual Capital in practice” by enriching the understanding of IC dynamics. Originality/value – By comparison to the extant literature in which the IC dynamics concepts are considered separately, this study combines the three different concepts and examines them in vivo, adopting a longitudinal perspective.

Maddi Faith in conversation with Jerome Carson

2019 ◽  
Vol 24 (1) ◽  
pp. 13-16
Author(s):  
Maddi Faith ◽  
Jerome Carson
Keyword(s):  
Mental Health ◽  
Design Methodology ◽  
Mental Health Problems ◽  
Single Case ◽  
Health Problems ◽  
Health Issues ◽  
Content Type ◽  
The Individual ◽  
Practical Implications

Purpose The purpose of this paper is to provide a profile of Maddi Faith. Design/methodology/approach In this single case study, Maddi gives a short background and the origins of her mental health issues and is then interviewed by Jerome. Findings Maddi tells the authors how her problems developed in her childhood and of the journey she has been on since. Research limitations/implications Single case studies provide a single perspective. Yet are they of any less value than a commentary by an academic? On the contrary, many offer unique insights into how the authors provide services for people with mental health problems, and of better ways to help them. Practical implications Maddi raises the issue of “falling between services”, with the result that the individual concerned does not receive the help they need. Social implications The persistent stigma of mental health problems is an issue that will need to be addressed for decades if it is to be overcome. Personal witness is vital in tackling this issue. Maddi has already done a lot to address this through her work at University. Originality/value The Trust the second author worked for, for many years used to have a staff “Made a Difference” award. Maddi surely deserves such an award for her own efforts to develop our understanding of the realities of mental health problems.

Perceptions unfolded: managerial implementation in perception formation

2018 ◽  
Vol 31 (6) ◽  
pp. 710-725 ◽  
Author(s):  
Caroline Howard Grøn
Keyword(s):  
Design Methodology ◽  
Dynamic Nature ◽  
Content Type ◽  
Dynamic Character ◽  
Implementation Approach ◽  
Pros And Cons ◽  
And Performance ◽  
Practical Implications ◽  
Over Time

Purpose The literature so far has shown that perceptions of managerial interventions matter for motivation and performance. However, how these perceptions are formed and develop over time is less clear. The purpose of this paper is to fill part of this gap. Design/methodology/approach The paper uses a panel case study to investigate how perceptions of a managerial intervention are formed and developed over time among daycare workers in a Danish municipality. Findings The paper reveals the dynamic nature of preferences and the centrality of the local manager in perception formation, illustrating that it is not necessarily the implementation style (soft/hard) that is important as much as the managerial involvement in the initiative. Practical implications Whereas managers are still well advised to consider the pros and cons of a hard vs a soft implementation approach, this paper also underlines the importance of constant managerial involvement not only to ensure implementation but also to continuously impact the way managerial interventions are perceived. Originality/value The paper adds to the existing knowledge about perception formation by using a panel case study, hence illustrating the dynamic character of perception formation.

Intellectual capital management and power mobilisation in a seaport

2017 ◽  
Vol 21 (5) ◽  
pp. 1183-1201
Author(s):  
José Vale ◽  
João Alves Ribeiro ◽  
Manuel Castelo Branco
Keyword(s):  
Sense Of Community ◽  
Intellectual Capital ◽  
Design Methodology ◽  
Content Type ◽  
Meso Level ◽  
Intellectual Capital Management ◽  
Different Dimensions ◽  
Practical Implications ◽  
Different Levels

Purpose The purpose of this paper is to discuss how the management of collective intellectual capital (CIC) occurs in a seaport through the actions of the network coordinator. Design/methodology/approach A case study was conducted in a seaport, focusing on the actions taken by a network coordinator – a port authority – to develop the seaport’s CIC. The seaport is conceptualised as a meta-organisation, composed by interdependent actors which may possess different interests and different levels of power. Findings Evidence suggests that the mobilisation of different dimensions of power, in both coercive and non-coercive ways, is needed to promote a higher level of collaboration. Indeed, by mobilising non-coercive dimensions of power, the network coordinator can foster a sense of community within the meta-organisation, grounded in a trust-based collective culture that can potentiate collaboration, and thus allow the attainment of a more “sustainable” type of CIC. Research limitations/implications Despite the validity of the interpretations provided by the case study, generalisation of this study should only be conducted in a theoretically framed manner. Practical implications The findings can provide network coordinators with a better understanding of the consequences of using different dimensions of power to leverage its intangible assets and enhance the meta-organisation’s performance. Originality/value The paper focus on the IC management of a specific type of meso-level unit, which possess some particular characteristics of its own: a seaport. Also, the paper aims to fill a gap in literature regarding the management of different dimensions of power and its effects over IC creation.

The elusive practice of driving post-acquisition company performance

2020 ◽  
Vol 37 (1) ◽  
pp. 29-31
Keyword(s):  
Design Methodology ◽  
Reading Time ◽  
Company Performance ◽  
Content Type ◽  
Hands On ◽  
Pertinent Information ◽  
Strong Culture ◽  
Practical Implications ◽  
Over Time

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This case study paper unpacks the factors that can drive or impede post-acquisition growth. Based on the findings of a detailed case study of healthcare company Alcon, it's clear that a strategy of micromanaging a newly acquired company that has a strong culture, is already performing favorably, and has well established management, is a strategy that's likely to lead to underperformance by demoralizing the unit's employees over time. A hands-off approach may be best applied here therefore. Yet where an acquired company is already underperforming and the acquirer has skills and resources that the target lacks, a hands-on approach makes more sense. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

From curious to connoisseur: a longitudinal segmentation of attendees at a Chinese wine festival

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fangfang Shi ◽  
Shaojun Ji ◽  
David Weaver ◽  
Ming-Feng Huang
Keyword(s):  
Design Methodology ◽  
Market Development ◽  
Market Segments ◽  
Content Type ◽  
Longitudinal Approach ◽  
Occasional Drinker ◽  
Chinese Wine ◽  
Practical Implications ◽  
Over Time

Purpose This study aims to examine the components and evolution of the Chinese wine festival market using the Dalian International Wine and Dine Festival (DIWDF) as a case study. Design/methodology/approach Adopting a longitudinal approach, survey data were collected from attendees of the first, fifth and seventh DIWDF in 2012, 2016 and 2018, respectively. Cluster analysis segmented attendees by wine and festival experience and consumption features. Comparative analysis was conducted to examine segment differences by demography, festival motivation, satisfaction and intention. Changes in segments over time were examined across the three times. Findings The following three clusters were identified: “wine-novice fest-newbies,” “occasional drinker fest-goers” and “wine-lover fest-enthusiasts.” Over the study period, the proportion of “wine-lover fest-enthusiasts” increased significantly while the percentages of the other two segments decreased, demonstrating the evolution of the Chinese wine festival market and their consumer impacts. Practical implications This study offers straightforward indicators of market value via consumption features for both wine businesses and festival organizers. The characteristics of the segments and their inter-linkage have important implications for developing product mix, targeting strategies, festival service design and market development. Originality/value This is the first known empirical research globally to investigate relationships among market segments both horizontally (differences between segments) and vertically (development over time) and to incorporate both wine- and festival-related consumption features.

The outcomes of providing lean training to strategic suppliers: a Swedish case study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ewout Reitsma ◽  
Peter Manfredsson ◽  
Per Hilletofth ◽  
Roy Andersson
Keyword(s):  
Training Program ◽  
Design Methodology ◽  
Potential Outcomes ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Lean Practices ◽  
Practical Implications ◽  
Over Time

PurposeThe aim of this study is to investigate the outcomes of a leading Swedish truck maker (referred to as “TruckCo” for confidentiality reasons) providing lean training to its strategic suppliers.Design/methodology/approachA single in-depth case study is conducted, using on-site semi-structured interviews with representatives from TruckCo and its suppliers for data collection.FindingsThe lean training program resulted in four main outcomes. First, financially unstable suppliers were less receptive to the lean training program than financially stable suppliers. Second, the suppliers became easier to collaborate with over time, through improving their internal ways of working and thus creating more trust in terms of reliability. Third, the suppliers improved their ability to identify possible problems that could jeopardize deliveries. Fourth and finally, the suppliers improved their delivery precision.Research limitations/implicationsOne limitation of this study is that its findings are based on a single in-depth case study. Another limitation is that all the involved companies originate from Sweden. These limitations should be considered in attempts to replicate or further test the reported findings.Practical implicationsThis study provides insights into how a manufacturer can teach lean management to suppliers, and how suppliers can be involved in a manufacturer's journey towards a leaner supply chain. Furthermore, the study reflects more generally on the potential outcomes of a manufacturer providing lean training to suppliers.Originality/valueThis study highlights both TruckCo's and the suppliers' view of the outcomes of the lean training program and discusses how different suppliers adopt the taught lean practices. Avenues for future research are proposed as well.

M&A deal-making: Disney, Marvel and the value of “hidden assets”

2019 ◽  
Vol 47 (3) ◽  
pp. 34-39
Author(s):  
Joseph Calandro Jr.
Keyword(s):  
Design Methodology ◽  
Corporate Strategy ◽  
Financial Analysis ◽  
Content Type ◽  
Analysis Strategy ◽  
Value Realization ◽  
Deal Making ◽  
Practical Implications ◽  
Over Time

Purpose This paper discusses the concept of hidden assets in the context of Disney’s 2009 acquisition of the Marvel Entertainment Group (Marvel), and its value realization activities post-acquisition. Design/methodology/approach The paper presents a hidden assets-based value realization analysis of the 2009 acquisition of Marvel by Disney. It draws on a previously published case study of that acquisition as well as further research conducted by the author. Findings The Disney-Marvel acquisition supports the view that hidden assets-based analysis can be a powerful M&A tool and an equally powerful value realization tool when managed strategically over time. Practical implications The Disney acquisition of Marvel is a dramatic example of how knowledge of hidden assets can be used to do a deal in a competitive marketplace and how the disciplined management of those assets over time can realize a “blue ocean” of value post-acquisition. Originality/value This is the first paper we are aware that evaluates the hidden assets of the Disney-Marvel acquisition. It follows another paper that evaluated the acquisition (Joseph Calandro, Jr., “Disney’s Marvel Acquisition: A Strategic Financial Analysis,” Strategy & Leadership, Vol. 38, No. 2 (2010), pp. 42-51), which followed a paper that evaluated Marvel’s 1996 bankruptcy filing (Joseph Calandro, Jr., “Distressed M&A and Corporate Strategy: Lessons from Marvel Entertainment Group’s Bankruptcy,” Strategy & Leadership, Vol. 37, No. 4 (2009), pp. 23-32).

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