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Journal Article

Design of Sustainable Development: Intellectual Value of Large BRIC Companies and Factors of their Growth  pp535-558

Elvina Bayburina, Tatiana Golovko

© Jan 2010 Volume 7 Issue 5, Editor: Kimiz Dalkir, pp535 - 662

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Abstract

Intellectual capital and its components can be regarded as the source for a company's organic growth to maintain sustainable development. Under the crisis conditions most of financial reserves are unavailable; the inner organizational efficiency by means of intellectual capital is a question of survival edge for most of the large companies of emerging markets. Multidirectional trends of the development of BRIC economies played a significant role in this discussion and the issue became more complicated under the pressure of the crisis. Notwithstanding BRIC countries can be regarded as leaders of so‑called developing economies. In terms of the downturn, however, the problem of the crisis should not be overstated: due to the cyclical changes of the world economy the stagnation will be rearranged by upturn sooner or later, however the accumulation of intellectual capital is the over time process. Intellectual capital of the company and its components can be regarded as "latent reserves" of the long term value growth. Intellectual capital is the "intangible safety‑cushion" and it can be used only by those companies who have created it years before and therefore have focused on sustainable development. The research of intellectual capital components and its role in value creation and building competitive advantage can remain an actual topic for empirical investigations, carried out in various countries and by different research centers. The intellectual value of a company is a part of the total value, created through the process of the intellectual components' accumulation. The main goal of this research is to evaluate by means of the panel data analysis the influence of particular components of intellectual capital on the intellectual value of BRIC companies. The process of intellectual capital accumulation is over time and it can be measured according to the long run panel data analysis not less than 5 years. The panel data analysis revealed that the human capital can be considered the key factor of the long‑term growth of BRIC companies of all industries. Employees and their competencies are this basis which is undervalued currently whereas most of financial assets lost trust and its value. However, specified directions of internal reserves audit and discussion of the Intellectual value on the emerging markets are very close to the fact that large BRIC companies depend a lot on the specific features of the infrastructure of each developing country. India and Russia are countries with the industrial potential, which is not fully realized, e.g. a lot of Russian companies are underinvested with unbalanced development strategies. Decrepit and out‑of‑date production facilities, in turn capital expenditures are a matter of great importance. The capital expenditures together with innovative managers and management techniques tend to be the leverage, which can push these companies towards intensive development, especially Russian companies.

 

Keywords: intellectual capital, human capital, stakeholders, growth drivers, sustainable competitive advantage, value, intellectual value, financial crisis, BRIC, developing countries, emerging markets

 

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Journal Article

Intellectual Capital, trust, cultural traits and reputation in the Romanian education system  pp223-235

Marta-Christina Suciu, Luciana Picioruş, Cosmin Ionuţ Imbrişcă

© Jul 2012 Volume 10 Issue 3, ECIC 2012, Editor: John Dumay, pp208 - 278

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Abstract

The contemporary approach to the concept of intellectual capital has transformed. The three components (human, relational and organizational capital) are not enough to reflect reality, as the static perspective was replaced by an integrative vision: i ntangible resources, actions and process that contribute to sustainable competitive advantage. However, this theoretical division provides solid ground for explaining the close bond between trust, cultural identity and cooperation, soft concepts, and in tellectual capital in knowledge‑based organizations. Therefore, we consider it is of high interest to identify the nature of the relational and organizational capital, and trust association. Is it first trust and then the two intellectual capital componen ts, or the other way around? Also, we can take one step further and consider the intellectual capital formation process and architectural scheme behind it. This paper aims firstly at offering a theoretical framework for the liaisons between the concepts p reviously mentioned and intellectual capital, underlying specific characteristics for the Romanian educational system, especially for tertiary /higher education. The second objective is to provide new research directions, comparing the findings with situa tions of other cultures, like Japan and USA. The research methodology comprises a thorough literature review of scientific studies and of the 2011 National Romanian Education Law. It focuses on the changes and challenges for the intellectual capital forma tion phase. Also, it involves an empirical investigation of an evaluation of the current intellectual capital formation route. The research instrument is a questionnaire, collecting information for both quantitative and qualitative research purposes. The findings of this paper seek to identify the structure and dynamics of the intellectual capital formation process in the Romanian higher education system. As well, we hope to lead to concrete solutions for improving general dynamics, and acknowledgment of trust, cooperation and cultural aspects as corner stones in education intellectual capital formation area.

 

Keywords: Intellectual Capital, trust, cooperation, education, organizational culture, human capital, sustainable competitive advantage.

 

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Journal Issue

Volume 7 Issue 5 / Dec 2009  pp535‑662

Editor: Kimiz Dalkir

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Editorial

The 9th ICICKM conference, held at McGill University in Montreal, Quebec, Canada, was well attended by participants representing over 20 different countries. The international flavor of the conference continues to ensure a diverse range of papers as well as opportunities for valuable networking. As with all ICICKM gatherings, researchers, practitioners and students of KM were brought together to discuss the KM crossroads we find ourselves at in the year 2009.

Some of the key issues that emerged from the two days included a consensus that KM has evolved so we no longer need to convince people it is needed. We now need now to know how to “do KM” – that is, how to implement knowledge management in organizations in a more informed manner. In particular, the need for more how‑to guides, detailed rules, good validated practices and an overall quasi‑standard approach to KM implementation were noted as priority needs for the KM community. In addition, particular guidance is required concerning the KM teams (who should do what?) and how best to address tacit knowledge. Other issues concerned the specific components that should be present in a KM workspace and how this workspace can address the needs of different users who need to accomplish different sorts of tasks

While participants felt that we still have to convince some senior managers, we now also need to better address how to align KM processes so as to not create overhead. For example, what is the impact of KM on other parts of the organization such as training and IT units? How can we change peoples’ behaviours and how they think about the work they do? What are the new skills/competencies needed? How can they acquire them? How to integrate KM into business processes? How to integrate KM roles within existing jobs?

The good news is that the discipline and practice of KM has evolved – the bad news is that we still have a long way to go. The focus is now on how to do KM well. Educators need to focus on student competencies, skills and roles and responsibilities. Researchers need to focus on more evidence‑based and theory‑based KM. Practitioners need to focus on feedback from users and best practices.

The collection of papers in this special conference edition address the multitude of issues we currently face, and will continue to face, in the future. There is an excellent mix of practical case studies, practical tools such as intellectual capital measurement models in addition to more conceptual and theoretical approaches to solving crucial KM problems.

 

Keywords: academic education, avatars, ba, BRIC, competitive intelligence, complexity of choice, creative destruction, decision-making, developing countries, discipline, emerging markets, experiment, financial crisis, group interaction, growth drivers, human capital, Indian economy, Information Technology sector, intangible assets, Intellectual capital, intellectual value, KM in interconnected power systems, Knowledge Active Forgetting (KAF), knowledge capital, knowledge management implementation, management support systems, measurement, methods of assessment, paradigm, SET KM model, stakeholders, strategy, sustainable competitive advantage, technology, theoretical framework, UK car manufacturing industry, undergraduate degree program in Turkey, unlearning, virtual environments

 

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