Service Metaphysics

2010 ◽  
pp. 292-311
Author(s):  
Adamantios Koumpis
Keyword(s):  
Intellectual Capital ◽  
Intangible Assets ◽  
Capital Management ◽  
Service Business ◽  
Intellectual Capital Management ◽  
Business And Management

Transcendental matters of services: communities of users, service idealism, theological and existentialist perspectives on services – this chapter (in contrast to the previous one) is the most philosophical part of the entire book though it is of straight utility for its linkage to many service business and management topics. Furthermore, in this chapter we present a methodology (PACE) that helps for the valuation of intangible assets like (what else?) services. PACE is presented with practical examples and contextually linked with project and other service related activities. Services unequivocally constitute an area where increasing interest of experts from the areas of intellectual capital management and valuation will be concentrated, as they on their own possess qualities and characteristics of intangible assets because of their immaterial nature.

scholarly journals Reporting of Intellectual Capital Management Using a Scoring Model

2020 ◽  
Vol 12 (19) ◽  
pp. 8086
Author(s):  
Florinda Matos ◽  
Valter Vairinhos ◽  
Radu Godina
Keyword(s):  
Intellectual Capital ◽  
Intangible Assets ◽  
Scoring Function ◽  
Scoring Systems ◽  
Capital Management ◽  
Random Samples ◽  
Intellectual Capital Management ◽  
Path Modelling ◽  
Modelling Methodology ◽  
Sustainability Challenges

The global transformation of the economy, driven by digital transformation and sustainability challenges, is placing its focus on the evaluation of companies’ intangible assets. Thus, if the report of those intangible assets, namely intellectual capital (IC) management, is endowed with credible metrics, recognized, and accepted, it can work as a guarantee, ensuring the reliability and sustainability of an organization. The aim of this research is to propose a data-driven Intellectual Capital Management Scoring System to be used in the auditing of the IC management of organisations. This paper presents one of the first attempts to use Path Modelling and the Partial Least Squares (PLS) Methodology, combined with Biplots, to define and validate Intellectual Capital Scoring Systems. This system relies on a model estimated using the PLS Path Modelling methodology and uses data from two independent random samples of Portuguese small and medium-sized enterprises (SMEs), which, in turn, was used to obtain two independent model estimates. The results obtained with the mentioned methodology show a good consistency both in performance and very similar parameters estimates, suggesting the validity of the associated scoring function.

Intellectual capital management: pathways to wealth creation

2009 ◽  
Vol 10 (1) ◽  
pp. 81-92 ◽  
Author(s):  
Robert G. Isaac ◽  
Irene M. Herremans ◽  
Theresa J.B. Kline
Keyword(s):  
Intellectual Capital ◽  
Wealth Creation ◽  
Capital Management ◽  
Intellectual Capital Management

Knowledge Economy

2021 ◽  
pp. 442-457
Author(s):  
Ogochukwu Thaddaeus Emiri
Keyword(s):  
Intellectual Capital ◽  
Information Science ◽  
Library And Information Science ◽  
Capital Management ◽  
Management Skills ◽  
Intellectual Capital Management ◽  
Key Factor ◽  
Great Relevance ◽  
Key Aspects ◽  
The Relationship

Intellectual capital is now widely recognized as key factor in organization success and as such is of relevance to libraries. Intellectual capital management, therefore, is of great relevance to library and information professions. However, the wider ramification of the relationship between intellectual capital management (ICM), knowledge management (KM), and library and information science (LIS) is yet to be properly exploited by LIS professionals. Without doubt, there is a dynamic and multi-faceted relationship. This chapter introduces key aspects of this relationship, and in particular potential synergies, conflicts in literature, pre-requisites for ICM implementation in libraries and challenges faced by the library and information professions. In the light of this, the author concluded that LIS professionals must see KM and ICM as an integral part of librarianship. More so, in order for LIS professionals to properly implement ICM practices, there is the need to acquire new management skills, strategic and policy-making skills, and have in-depth experience in the management of information. Finally, from the author's perspective, the success of ICM and KM in library organizations would require strong leadership and vision from top administration, which will influence the organization's sharing efforts as a culture.

A method for comprehensive intellectual capital management and reporting

2009 ◽  
Vol 10 (1) ◽  
pp. 93-108 ◽  
Author(s):  
Dimitris Karagiannis ◽  
Martin Nemetz ◽  
Franz Bayer
Keyword(s):  
Intellectual Capital ◽  
Capital Management ◽  
Intellectual Capital Management
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