scholarly journals Effects of Structural Intellectual Capital on The Innovation Capacity of Public Administration

2021 ◽  
Vol 16 (3) ◽  
pp. 66-78
Author(s):  
Rodrigo Belmonte da Silva ◽  
Carlos Maria Fernández Jardón ◽  
Lucas Veiga Avila
Keyword(s):  
Public Administration ◽  
Intellectual Capital ◽  
Innovation Capacity

scholarly journals The relationship between human intelectual capital and innovation capacity in the public sector

2021 ◽  
pp. 137-153
Author(s):  
Rodrigo Belmonte da Silva ◽  
Carlos Maria Fernandez Jardón
Keyword(s):  
Human Capital ◽  
Public Sector ◽  
Public Administration ◽  
Intellectual Capital ◽  
Statistical Technique ◽  
Public Servants ◽  
The Public ◽  
Innovation Capacity ◽  
Main Components ◽  
Positive Direct

The public sector must respond to the citizens’ demands with speed and innovation. This ability can prevent many deaths, as in the case with the Covid-19 pandemic. The present study has the general objective of identifying the influence of human intellectual capital on the public sector capacity to innovate. To this end, 158 public servants, who occupy leadership positions in the municipal public administration of the city of Latin America (Santiago - Rio Grande do Sul - Brazil), were interviewed. The statistical technique used was exploratory factor analysis and, through the analysis of the main components, two human capital factors were extracted: training and skills, values and attitudes, in addition to the constructs of innovation capacity: services and processes, organizational and institutional. The study tested the hypothesis that all human capital factors are positively, significantly and directly related to the dimensions of innovation capacity. The most relevant index of correlation was identified among the variables: values and attitudes, and the capacity of services and processes. Therefore, the case of study verified the positive, direct and significant influence of human intellectual capital with the public sector capacity to innovate, specifically, in the local / municipal public administration in question.

Taxonomy of IT Intangible Assets for Public Administration Based on the Electronic Government Maturity Model in Uruguay

2013 ◽  
pp. 103-122
Author(s):  
Helena Garbarino ◽  
Bruno Delgado ◽  
José Carrillo
Keyword(s):  
Public Administration ◽  
Intellectual Capital ◽  
Information Society ◽  
Intangible Assets ◽  
Electronic Government ◽  
Intangible Asset ◽  
Maturity Model ◽  
The Public

This chapter presents a taxonomy of IT intangible asset indicators for Public Administration, relating the indicators to the Electronic Government Maturity Model proposed by the Uruguayan Agency for Electronic Government and Information Society. Indicators are categorized according to a consolidated intellectual capital model. The Taxonomy is mapped at the indicator level against the EGMM subareas covering all of the relevant aspects associated with the intangible IT assets of the Public Administration in Uruguay. The main challenges and future lines of work for building a consolidated maturity model of IT intangible assets in Public Administration are also presented.

Using Strategic Management Accounting Practices to Measure and Manage Intellectual Capital

2020 ◽  
pp. 37-62
Author(s):  
Rui Alexandre R. Pires ◽  
Maria do Céu Gaspar Alves ◽  
Catarina Fernandes
Keyword(s):  
Strategic Management ◽  
Intellectual Capital ◽  
Value Chain ◽  
Management Accounting ◽  
Target Costing ◽  
Knowledge Based ◽  
Strategic Management Accounting ◽  
Innovation Capacity ◽  
External Relationships

The main purpose of this chapter is to examine the role of management accounting to measure and manage intellectual capital (IC), and more specifically to explore the potential role of strategic management accounting (SMA) in this process. In addition, this chapter is intended to link SMA practices and some IC resources. SMA practices enable the identification, measurement, and management of IC resources such as production processes and innovation capacity (e.g., target costing), quality management (e.g., quality costing), knowledge-based resources related to the organization´s external relationships (e.g., attribute costing, value chain costing, and target costing), and brand image (e.g., brand valuation/management). SMA practices, given its external orientation, enable, mainly, the identification and management of resources encompassed in relational capital. Therefore, this chapter contributes to the extant literature regarding the measurement and management of IC, highlighting the role of SMA, and provides some suggestions for further research.

scholarly journals KNOWLEDGE MANAGEMENT IN A COMPANY

2013 ◽  
Author(s):  
Petrică Stoica ◽  
Ovidiu Leonard Turcu
Keyword(s):  
Knowledge Management ◽  
Intellectual Property ◽  
Intellectual Capital ◽  
Organisational Learning ◽  
Intangible Asset ◽  
Capital Assets ◽  
New Knowledge ◽  
Innovation Capacity ◽  
Simple Activity ◽  
A Company

All organisations are primarily interested in maintaining and increasing intellectual capital assets, and knowledge management represents only a manner of supporting the satisfaction of this interest and of laying stress on this type of assets. A mistaken conception, according to which at the level of a company there is a finite knowledge store that can be “managed”, reflects nothing but the fact that, at the beginning, many companies have overlooked the general aim of their business. The intangible part is immaterial, difficult to describe, quantify and measure. The intangible asset has and creates value and that is why the evaluation of intellectual property does not represent a simple activity. From a modern viewpoint, organisational learning does not consist only in obtaining new knowledge, but also considers its employment in carrying out the activities of the company, and so it contributes to the generation of new knowledge. The success of companies depends on the personnel’s ability to understand, manipulate and develop information. In case of epistemic economy, the improvement of the innovation capacity, the creation of value and wealth are based on the division of knowledge.

DEVELOPMENT OF INTELLECTUAL CAPITAL OF THE DIPLOMATIC SERVICE IN PUBLIC ADMINISTRATION

2017 ◽  
Author(s):  
Zoriana Buryk ◽  
Keyword(s):  
Foreign Policy ◽  
Public Administration ◽  
Intellectual Capital ◽  
World Market ◽  
The State ◽  
Practical Significance ◽  
Successful Operation ◽  
State Management ◽  
Relationship Capital ◽  
Main Components

The article considers the essence of the intellectual capital of the diplomatic service. It is determined that the peculiarity of the development of the world market economy is the formation of the knowledge economy, which in turn has radically changed the principles of socio-economic development. Knowledge and information are gradually becoming one of the key factors in the development of the state. The study of the development of intellectual capital of the diplomatic service is now of great importance, has both theoretical and practical significance for the effective functioning of the civil service, as well as the implementation of effective public administration of foreign policy and international cooperation. The task of effective state management of the intellectual capital of the diplomatic service is to expand the powers and create the preconditions for the successful operation of the institution. Integration and combination of existing methods and tools with new innovative forms allows to expand the competencies of the institution and improve its activities. Intellectual capital is an important factor in innovation and the implementation of effective public foreign policy. The article systematizes the essence of the concept of "intellectual resources" as a system of a set of forms of intellectual resources of the institution, which are formed in the process of mastering the latest knowledge for sustainable development. It is proved that intellectual capital includes three main components: human capital, relationship capital and structural capital. It is determined that the strengthening of the processes of integration and globalization requires the state to improve the system of training, retraining and personnel management of the diplomatic service of all levels in order to have effective strategies at the international level. The work of the state in the field of foreign policy and international relations will depend on the effective improvement of the management of intellectual resources. The effectiveness of the entire diplomatic environment will depend on how successfully the diplomatic mechanism adapts to the new international information environment.

Editorial

2015 ◽  
Vol 28 (1) ◽  
pp. 2-8
Author(s):  
Enrique Ogliastri
Keyword(s):  
Public Administration ◽  
Latin American ◽  
Intellectual Capital ◽  
Scientific Collaboration ◽  
American Business ◽  
Special Issue ◽  
Content Type ◽  
Entrepreneurial Spirit ◽  
America Latina ◽  
The Impact

Abstract This issue includes six articles from ten universities in Chile, Colombia and Spain. The subjects are on entrepreneurship, public administration, management of intellectual capital marketing and also the immediate rejection policies of the journal's editor. The first study identifies different models of support programs in creating technology-based companies (spin‐offs) in universities from Spain and Great Britain, and the factors that determine their efficiency. The second one is on that factors that lead a person to entrepreneurship, particularly the impact of gender and the sociocultural aspects in regional entrepreneurships of Chile. The third studies the continuity of the entrepreneurial spirit in university students many years after graduating. The fourth makes an evaluation of the service portals available to the citizens of 19 countries in Latin America. The fifth is a study of the nets of scientific collaboration of the most prestigious Latin American business schools. The sixth is a study on the market orientation and obtained results in the business of rural tourism. An Editorial also deals with the criteria for immediate rejection of articles received by the journal. We plan a special issue on culture and art management, associated with the EURAM conference. Resumen Este número incluye seis artículos provenientes de diez universidades de Chile, Colombia y España, sobre emprendimiento, administración pública, gestión del capital intelectual y mercadeo, así como la política de rechazo inmediato del editor de la revista. El primer estudio identifica diferentes modelos de programas de apoyo a la creación de empresas con base tecnológica (spin‐offs) en universidades de España y Gran Bretaña, y los factores que determinan su eficacia. El segundo sobre factores que llevan a una persona a emprender, en particular el impacto del género y aspectos socioculturales en los emprendimientos regionales en Chile. El tercero estudia la continuidad del espíritu empresarial de los universitarios varios años después de graduarse. El cuarto realiza una evaluación de los portales de servicio al ciudadano en 19 países de América Latina. El quinto es un estudio de las redes de colaboración científica de las escuelas de negocios más prestigiosas de América Latina. El sexto es un estudio sobre la orientación al mercado y los resultados obtenidos en el negocio de pequeñas firmas de servicios de turismo rural. Un Editorial trata sobre los criterios para rechazo inmediato de artículos recibidos en la revista. Planeamos un número especial sobre la gestión cultural y de arte, asociada a la conferencia de EURAM.

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