In today’s knowledge‐based economy intellectual capital (IC) is becoming a major part of companies’ value. Being able to manage and control IC requires that companies can identify, measure and report internally on IC. As financial accounting rules ban full disclosure of IC in the annual report the external stakeholders lack information about companies’ value, which may have as a consequence that stakeholders make wrong or bad decisions. To remedy this situation, new tools must be developed which enable managers to identify and measure a company’s IC and to report on it within a consistent framework. The theory on IC is still in its infancy. Proposes to contribute to the development of a reporting model on IC. Analyses the various reporting models recently being developed and used in practice. Moreover, the existing reporting models have been discussed in depth with the management of three Dutch companies with a high degree of IC and with four financial analysts as external users of the information. Describes the findings of the discussions with the practitioners. Based on both the theoretical evaluation of the reporting models and the evaluation in practice, describes the building blocks of an IC reporting model.

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a b s t r a c tIn this paper we study the governance of product development projects in which multiple parties with diverse technical knowledge together co-develop new products and bring them to market. We use a minimal structures framework which consists of economic, institutional, social and technical structures. We investigate how these structures provide the firmness and flexibility needed to stimulate creativity and, at the same time, coordinate the various parties who are contributing to the product co-development project. In addition, we use the concepts of temporal embeddedness and a-temporality drawn from the literature on temporary organisations. In a case study of product co-development we observe that, while the social and technical structures govern the day-to-day product development activities, the economic and institutional structures provide the context for the project and also govern the relationships between the collaborating organisations. Although management accounting and management accountants are not directly involved in the day-to-day management of the product development process, accounting-based information is used to set the boundaries for the project. We discuss how these boundaries can provide both the firmness and the flexibility needed to promote the creativity and innovation which are needed in new product co-development projects. We suggest that these boundaries can be either broad or narrow and either permeable or impermeable, thereby creating different forms of flexibility.

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