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. 

This paper reports on data collected over time on intellectual capital levels in three high‑tech industries. Data are also presented on competitive intelligence activity in the same industries. These data shed light on the idea that knowledge management is more strategic than is commonly portrayed, with the level of development and sharing of knowledge depending on circumstances at the national, industry, and firm level. Similarly, competitive intelligence offense and defense also vary according to environment. Given the evidence here that knowledge assets vary widely by industry and by firm, as do competitive intelligence efforts, organizations should scan their environments and adopt knowledge strategies appropriate to their circumstances. 

What are the appropriate sources from which to draw evidence about Knowledge Management (KM) and its added value to organisations? This paper attempts to answer this question, first examining the literature for approaches to measuring KM from the perspective of Intellectual Capital (IC) theory. However, findings indicated that many measurement methods or frameworks have limitations. Following the literature review, the researchers then approached KM practitioners, within the UK car manufacturing industry, and undertook in‑depth interviews in an attempt to understand how these organisations value their KM practices. The UK car manufacturing industry was selected because little previous research has been undertaken in this context, most previous studies having concentrated mainly on service industries. It was discovered that, in most of the organisations studied, the link between KM, business benefits and bottom line is almost axiomatic, especially amongst those who are enthusiastic advocates of KM. Drawing on the evidence from the in‑depth interviews, the paper concludes that there is an absence of linking mechanisms between value and measurement. This is due to the differences between the concept of a value and measurement approach and the importance of these two concepts to justify the outcome of KM practices. Recommendations are made through the development of a theoretical framework that includes both objective and subjective dimensions of KM measurement strategy. 

In a rapidly changing world evidenced by a transition from industrial to knowledge economy, India's progressing knowledge sector has attracted the attention of the entire globe. The future drivers of any economy will no longer be capital, land or equipment; but the people and their knowledge. Indian corporate sector, now, is in search of a new paradigm in accounting, which would enable it to record its new journey from financial capital to intellectual capital. With this background in mind, the study of 15 leading Indian Information Technology companies, considered to be highly knowledge intensive, is undertaken in order to find out the disclosure level of recording and reporting of intellectual capital by these companies. An effort has been made in this paper to identify the meaning and significance of intellectual capital and to evaluate the prevailing practices of recording and reporting of intellectual capital by the Information Technology sector in India by using the content analysis method. The results of the study demonstrate that intellectual capital reporting in the Indian Information Technology companies are almost negligible and it is evident that intellectual capital reporting has not received any preference or priority for the mentors of the Indian corporations. 

As organisations become increasingly aware that knowledge is among their most valuable strategic assets, they will be forced to re‑evaluate the way in which they engage with the source of that knowledge to underpin their sustainable development. This will create a fundamental change to established practice; a change that results in a paradigm shift from the traditional operational approach to a more strategic involvement in knowledge management. This change is promoted by the knowledge management maturity model (KM3). KM3 is founded on the idea that successful knowledge management comprises four forms of integration, namely cultural, organisational, procedural and methodical. Despite an emphasis on one of these forms by many organisations, it is understood that all forms of KM integration should be considered in parallel to implement knowledge management practices in an integrative manner. Key indicators that measure the performance of knowledge management integration are needed. They need to measure both effectiveness and efficiency. In many cases, organisations having, and actively executing, a knowledge management strategy tend to focus on the efficiency dimension because it can be evaluated more easily than the effectiveness dimension. Yet this path is fraught with danger because, as with many other aspects of business, the management of knowledge has to be effective before it may provide efficiency gains. Nevertheless, organisations require appropriate forms of measurement. Those that are unwilling, or unable, to develop effective measuring and reporting systems are likely to suffer from product or service quality decreases, lower productivity growth and a reduced ability to compete because they will be less successful in acquiring and using relevant knowledge resources. Key performance indicators that are developed to assess the progress of organisations in this compelling activity need to be aligned with one or another of the four forms of integration and may be either qualitative or quantitative in nature. The balanced scorecard concept is used to measure performance of the KM3 where the balance between the four forms of integration is the prime consideration. Each of these is represented by one segment of the knowledge management monitor (KM2) to facilitate a better understanding of the cause‑and‑effect relationships. It does so by providing structured information about an organisation's knowledge resources: how they are nurtured and how they contribute to organisational sustainability. At the same time, use of KM2 is related to organisational economy. Good economy means good resource management, which for many organisations translates to how they manage individual and accumulated organisational knowledge. This has become so important that they are looking for a more integrated way of managing the three interdependent and complementary pillars of knowledge management, which are organisational learning management, organisational knowledge management and intellectual capital management. Although these three concepts lack a unifying vision, they all relate to each other by informing one another and provide the pathway for a knowledge‑based orientation of strategic management. 

Regarding the influential role of top managers in the process of unlearning, the main question in this paper is "how top managers understand and approach unlearning" in their managerial activities. Toward this aim, based on several case studies with top managers who have recently been involved in the process of knowledge based changes, we realized that top managers are more apt to focus on technical and concrete types of knowledge such as knowledge which resides in systems and procedures. Moreover, among all different possible approaches toward unlearning, they mainly make sense of this it as a process of "pushing by new knowledge", and "abandoning old knowledge" that both of them are radical approaches toward unlearning. The main lesson drawn in this study is that researchers who interact with managers in their inquiry about unlearning must be aware about the natural orientations of top managers and how this might affect the validity of their field inquiry. Above all, the insights gained in this study shows that field study about unlearning based on the opinions of managers is easy to start with, as managers can make sense about this process easily, but is difficult to focus on, because managers easily shift from unlearning old knowledge to learning new knowledge in their thoughts. 

Intellectual capital (IC) is increasingly acknowledged as a dominant strategic asset and a major source of competitive advantage for organisations. Despite an overwhelming body of literature on methods, models, systems and frameworks for assessment of IC, and increased awareness of the need for such assessment, relatively few organisations are actively and comprehensively assessing their IC. Choosing an appropriate method is problematic. It has been argued that, due to the complexities involved in choosing (selecting and customising) an appropriate method for assessing intellectual capital in a particular context, management support systems with knowledge components are needed for managing the evolving body of knowledge concerning the assessment of intellectual capital. To empirically test this argument, a survey making use of a self‑administered questionnaire was performed to test perceptions of suitable consultants, practitioners and researchers on the complexity levels of decisions to be made in selecting and customising methods for assessment of IC. Respondents were selected through convenience sampling coupled with snowball sampling. Data collected on respondents themselves confirms their expert status regarding IC and aspects thereof. The majority of these respondents indicated that, given any particular context, the decisions involved in selecting and customising an appropriate method for assessment of IC is often or always very complex. Decisions involved in selection are perceived as marginally more complex than decisions involved in customisation. Respondents provided valuable insights and rich examples of scenarios on the higher and lower regions of the complexity scale for the decisions involved in the selection, as well as, for the decisions involved in the customisation of IC assessment methods. It is concluded that the perceived complexity of the decisions involved in choosing IC assessment methods supports the notion that supporting systems are required to assist human decision makers in making sense of the complexities involved in choosing IC assessment methods. 

This study aims to explain the theoretical aspect of KM in order to construct a new undergraduate program. Knowledge management as a discipline plays a crucial role at the undergraduate level in universities. Firstly, it is needed to create a common terminology from which the scholars can establish programs. Secondly, a set of sciences are needed. These two stages will allow us to redefine the knowledge management discipline from an interdisciplinary perspective that is based on four fundamental paradigms: (1) technological, (2) socio technical, (3) inter intra organizational and (4) humanist paradigm. This will allow us to have an opportunity to improve the common terms, which we can establish the knowledge management undergraduate programs from. In addition, the practical perspective of this study will be tested in Turkish universities, which have knowledge management undergraduate programs, which will enable us to suggest a new sample for how knowledge management undergraduate degree programs should successfully be constructed in Turkey. 

A key prerequisite for effective team collaboration concerns the team members' knowledge about their different backgrounds, skills and experiences. While face‑to‑face interaction provides multiple opportunities for learning about these vital personal elements informally, a computer‑mediated communication setting may make knowledge sharing about team members and their specific backgrounds more difficult. This knowledge sharing, however, may be crucial and should thus be supported also in remote settings. In this paper, we present the design and results of a controlled experiment in which participants needed to share information and make decisions with team members online, in a simulated project kick‑off meeting. Five experimental groups collaborated in a three‑dimensional Virtual Environment (3D CVE), five control groups in text chat sessions. Opposing these two media, we were able to extrapolate the essential characteristics of 3D CVE. The experiment yields first results proving improved retention when collaborating with avatars in 3D environments and provides insights about the value of this media as a collaboration tool. 

The concept of intellectual capital (IC) was used to evaluate the activities and outputs of a university medical department. First, a conceptual framework was developed to highlight the importance of various activities as dimensions of IC. The conceptualization of IC was further developed using concept mapping (CM). The authors first considered the problem of what comprises IC and determined whether previous researchers have defined IC in terms of activities. The importance of IC, its definition as an organizational resource and activity, the link between IC and value creation and extraction activities, and the problem of the associated composition of IC taken from existing European guidelines and regulations were discussed. To begin to construct a classification of activities and outputs, the information currently employed for assessing the research, education, and related academic activities and outputs of faculty members were analyzed. Four different evaluation approaches were compared to identify the activities and outputs of a university medical department, and to consolidate the information being collected for evaluation of universities, university‑affiliated research institutes, researchers within universities, and faculty within university departments into an inclusive set of activities and outputs. These were two forms of IC reporting, one used in Austrian universities and the other at a university‑affiliated Swedish research institute together with two other long‑established means of assessing faculty, the Research Assessment Exercise in the UK, and the faculty evaluation and promotion requirements at the University of Toronto in Canada. Education administrators' perceptions were solicited to derive the IC used in a research faculty of a Canadian university. The results indicate that IC can be understood in terms of both activities and outputs. Clinical faculty can be expected to engage in research and its supervision, education, obtaining qualifications, clinical and professional practice, and service. Within these categories, individual activities and outputs were not considered to be of equal importance or impact. Among seventy activities and outputs, articles in internationally refereed journals was ranked as most important, whereas teaching awards was ranked as having the most impact by the most participants. This study extends existing research by using CM to generate a conceptual framework of IC for a department of medicine.