Prioritizing Corporate R&D Capabilities

Author(s):  
Yuan-Chieh Chang ◽  
Pei-Ju Yu ◽  
Hui-Ru Chi

This chapter examines a comprehensive list of intellectual capital (IC)-related indicators for developing corporate R&D capabilities along the input-process-result (IPR) processes. Via factor analysis, 43 R&D related IC indicators were abstracted into 11 factors. Corporate R&D managers prioritized these IC factors by completing analytical hierarchy process (AHP) questionnaires. The results of AHP are as follows: (1) the result phase is the pivotal of developing corporate R&D capabilities in three phases, (2) the top three weighting factors are the relational and process capitals (cost effectiveness to customers) in the result phase, followed by organizational capital (strategy fitness) in the input phase, and human capital (competency of R&D personnel) in the input phase; (3) strategy fitness in the input phase, project execution capability in the process phase; and cost effectiveness to customers in the result phase is the most crucial IC capabilities. Some discussions and conclusions were drawn.

2011 ◽  
pp. 1796-1819
Author(s):  
Yuan-Chieh Chang ◽  
Pei-Ju Yu ◽  
Hui-Ru Chi

This chapter examines a comprehensive list of intellectual capital (IC)-related indicators for developing corporate R&D capabilities along the input-process-result (IPR) processes. Via factor analysis, 43 R&D related IC indicators were abstracted into 11 factors. Corporate R&D managers prioritized these IC factors by completing analytical hierarchy process (AHP) questionnaires. The results of AHP are as follows: (1) the result phase is the pivotal of developing corporate R&D capabilities in three phases, (2) the top three weighting factors are the relational and process capitals (cost effectiveness to customers) in the result phase, followed by organizational capital (strategy fitness) in the input phase, and human capital (competency of R&D personnel) in the input phase; (3) strategy fitness in the input phase, project execution capability in the process phase; and cost effectiveness to customers in the result phase is the most crucial IC capabilities. Some discussions and conclusions were drawn.


2021 ◽  
Author(s):  
Kristina Dryhola ◽  
◽  
Alona Khlivitskaya ◽  
Daria Vydai ◽  
◽  
...  

The article is devoted to the analysis of the essence of the intellectual content of green growth in the framework of the global course of mankind for sustainable development. The gradual transition in scientific works from information economy and knowledge economy to intellectual economy, which is characterized by directing human intellectual activity to environmentally friendly activities aimed at achieving global goals of sustainable development, has been analyzed. It has been noted that the intellectual economy is the foundation of green growth and the importance of knowledge, skills, theoretical and practical competencies, creativity, which act as a driver of development of green sectors of the economy has been highlighted. It has been determined that there are nine types of human capital, of which the intellectual plays a leading role at the present stage of development of socio-economic processes. In the conditions of building a green economy, capital acquires green features, which is manifested through green intellectual capital, the main components of which are green human capital, green organizational capital and green relational capital. The interaction of green human and green organizational capital forms green relational capital, which is expressed in the form of green jobs, inclusiveness and gender equality. It has been noted that in the long run the development of green intellectual capital leads to the effect of decoupling, which is manifested in the gap between indicators of economic prosperity and environmental degradation. That is why strategies for the development of green intellectual capital should be the basis for the development of countries around the world to achieve global goals of sustainable development in terms of green growth.


2017 ◽  
Vol 18 (4) ◽  
pp. 733-744 ◽  
Author(s):  
Susana Fernández-Pérez de la Lastra ◽  
Natalia García-Carbonell ◽  
Fernando Martín-Alcázar ◽  
Gonzalo Sánchez-Gardey

Purpose Considering the inconclusive results in the literature on the way organizations create ambidextrous organizational capabilities, the purpose of this paper is to present an alternative theoretical model of three different paths through which ambidexterity is built. From a multilevel perspective, the model describes how specific combinations of the facets of intellectual capital – human, social and organizational capital – can synergistically work to reach ambidexterity. Design/methodology/approach The study is based on main arguments from multilevel and intellectual capital literature. The multilevel approach allows the authors to consider a broader perspective to define three specific modes to create ambidextrous capabilities. Additionally, the intellectual capital literature completes the model, with the input (human capital), mechanisms (social capital) and the infrastructure (organizational capital) needed to develop ambidexterity. With the integration of both frameworks, the model explains how different types of ambidexterity are generated at diverse firm levels – individual, group and organizational, following different and complementary paths. Findings This research goes beyond the traditional arguments on how organizations develop simultaneously exploration and exploitation activities, proposing an integrative model of three complementary modes: path 1 (ambidexterity based on individual human capital); path 2 (ambidexterity through social capital) and path 3 (ambidexterity through organizational capital). These paths link organizational levels in organizations, showing the accumulative process of ambidexterity from a multilevel perspective. Originality/value The paper offers an alternative view expanding the ongoing discussion in the ambidexterity field. There is a lack of configurational models in the literature that describe, from a synergistic point of view, these complementary paths to achieving organizational ambidexterity. This approach contributes to explaining that not only individual ambidextrous human capital is needed to generate organizational ambidexterity, but also that specialist human capital could be a source of ambidexterity.


2019 ◽  
Vol 10 (2) ◽  
pp. 309-339 ◽  
Author(s):  
Irena Mačerinskienė ◽  
Simona Survilaitė

Research background: Currently the topic of a company’s intellectual capital is being widely investigated by various researchers. Nevertheless, only a small number of studies on the company’s intellectual capital impact on its market value were conducted. What is more, the concept of a company’s intellectual capital itself is not unified. There are some discrepancies in defining a company’s intellectual capital, unifying structural model of the company’s intellectual capital, and harmonizing the research methods and models of how to evaluate a company’s intellectual capital. Purpose of the article: The aim of the article is to examine various scientific approaches of the company’s intellectual capital and its impact on the market value of a respective company; to prepare a model of company’s intellectual capital and its impact on the market value. What is more, the aim of this article is to check and test the model effectiveness using an example of the Baltic States listed companies. Methods: Data on 58 Baltic States’ companies that are listed in Nasdaq Baltic stock exchange were taken as the basis of the research. Based on four component model (human capital, structural capital, juridical capital, relational capital) a set of indicators for assessing company’s intellectual capital was formed. Expert evaluation was used in order to assign weights for different structural parts of intellectual capital. An exploratory factor analysis was conducted in order to find out what factors are the most significant for a company’s intellectual capital. In order to find out how specific elements affect company’s intellectual capital, a pair-wise multiple correlation and regression analysis were used. An average comparison method was used to reveal differences between companies of different countries. Findings & Value added: The study contributes to the Baltic States’ knowledge on intellectual capital. It was detected that it is appropriate to use human capital, structural capital, juridical capital, and relational capital structural parts as components of company’s intellectual capital while investigating its impact on market value of a respective company. According to the obtained results, the model of a company’s intellectual capital and its impact on the market value was created, optimized, and its validity checked using exploratory factor analysis. The model was used to test the Baltic States listed companies and how their intellectual capital affects the market value. It was identified that intellectual capital in the listed companies of the Baltic States has a positive impact on their market value. Nevertheless, the study revealed that intellectual capital structural parts do not equally affect the market value of listed companies. The findings support the conclusion that human capital and relational capital have the greatest influence on the market value of listed companies. Companies where structural capital comprises the largest proportion of intellectual capital had lower levels of intellectual capital aggregated index, which could be examined in future studies.


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