Purpose The paper aims to investigate the standpoints and practices of university members from European developing countries regarding the harnessing of the intellectual capital (IC) within online academic social networks. Design/methodology/approach A questionnaire-based survey with 210 university members was conducted, with the indicators adopting prior measurement scales which were further adapted to a network framework. Findings The organizational policies and practices relate positively and highly significantly with the valuation of the network-based IC components. Moreover, 63 per cent of the professional and organizational competitiveness of higher education institutions is determined by the exploitation of the IC embedded in online academic networks. Research limitations/implications All survey respondents were from the European developing countries, which may limit the general applicability of the findings. Also, the emphasis is laid solely on online academic networks. Practical implications This paper brings to the fore both the potential and the state-of-the-art in leveraging the IC of online specialized networks which are indicative of the academic field. When acknowledged as such, the network-based IC is liable to generate substantial competitive advantages at the professional and organizational levels at the same time. Originality/value This research adds to the extant literature in two main ways. First, it advances a new construct – network-based IC – in the context of the online academic social networks. Second, it proposes a research model for addressing the network-based IC from a competitive advantage perspective.

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Purpose This research paper explores the development of four categories of skills (operational, informational, strategic and digital fluency) as dimensions of the digital intelligence. The purpose of the pilot study is to determine the consequences of these gaps on PR practices and the directions for educational adaptation. Design/methodology/approach A questionnaire was applied on a convenience sample of 98 PR students from Romania, in March 2014. The majority of students (n = 88) were of 20 to 25 years of age. Findings The results of the survey showed an approximately equal level of development for each of the four skills in the sample of PR students (with a lower degree for the information skills). The general level of development is rather good and shows that the “digital literacy” acquirement is a need for the specialists from older generations to communicate with younger publics. Research limitations/implications The third category of skills (strategic skills) has been coded as a set of actions – instead of being coded as a set of self-assessed abilities – which created differences in measuring. Originality/value The results showed the level of public relations students related to the development of new skills in the digital environment.

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<p>The article focuses on organizational culture and climate in knowledge-intensive organizations, aiming to identify the specific values and features of climate for each sector.The sample of organizations included organizations from five sectors: higher education, banking and financial, research and development, IT and marketing-advertising. The qualitative design of research included near 80 in-depth interviews with employees and managers. The results showed that climate was based on various characteristics: human relations and friendship in small marketing-advertising agencies and IT companies, competition in large advertising companies. In the research development sector, the climate was based on achieving goals in the private area of the sector ( in higher education as well), while in the public areat of the sector it was based on freedom and creativity. The climate in the banking sector was very different, being based on discipline and obeying rules. From the point of view of the organizational culture, all the interviewed employees of the advertising, IT and banking sector experienced, inside the company, the presence of certain forms of organizational culture. Only half of the interviewees from the higher education sector admit to the presence of an organizational culture in their institution while in the public funded research-development sector, employees reportedly did not experience visible manifestations of any type of organizational culture.S</p>