Assessing the quality gap of intellectual capital in banks

Competitiveness and disclosure of intellectual capital: an empirical research in Portuguese banks

“…The value of each employees' contribution to the company increases its productivity (Canibano et al, 2000). As mentioned by Shih et al (2011), the creation of knowledge comes from a group of enthusiastic employees who have the ability to convert (individual and tacit) knowledge into IC for organizations. People's knowledge and experience are crucial resources through which organizations structure the internal and external information (Meer-Kooistra and Zijlstra, 2001), expressing the capabilities of the individuals that are required to provide solutions for customers (Saint-Onge, 1999).…”

Intellectual capital in rehabilitation organizations

“…Capital that emerges from the interaction of "human resources" ability to think and to create ideas [25][26][27][28] with "favorable internal and external organizational environment" (including the managerial, social, structural and physical environment, as well as communication between the inside and the outside of the organization) [25,29]. This capital will gradually increase with education, skills training and through staff and managers gaining more experience and also with structure development and with building inter-relations within the market [30][31][32] and will empower the organization to adapt to continually changing circumstances and will lead to competitive value [25][26][27]31] [29,32], and it creates added value in the organization. IC would gradually increase along with education, training and the increasing experience of personnel and also with further development of structures and inter-relations with the market [26][27][28].…”

“…This capital will gradually increase with education, skills training and through staff and managers gaining more experience and also with structure development and with building inter-relations within the market [30][31][32] and will empower the organization to adapt to continually changing circumstances and will lead to competitive value [25][26][27]31] [29,32], and it creates added value in the organization. IC would gradually increase along with education, training and the increasing experience of personnel and also with further development of structures and inter-relations with the market [26][27][28]. IC would lead to better dynamism and innovation and the creation of new products and services.…”

“…IC makes organizations capable of continuous adaptation in changing conditions that ultimately lead to competitive value and profit. This capital clearly shows its value in the health market and is vital for organizations [25,26,29,30,33,34] Human capital This is a combination of capabilities [25,31], information [35], knowledge [25,30,36,37], experiences [25,30,34,37], skills [30,36,37] (including technical-professional [26,36,37] interpersonal [36], managerial, team thinking and problem-solving [36] and also, humanity [21,38,39], attitudes [30], desires [31,[38][39][40][41] and initiatives in human resources for thinking and solving problems). Although this asset is not owned by the organization, in the hours that it is available to the organization, it can be activated and used [25,30,36].…”

“…and profit[26,31,33,34] IC description Intellectual resource consists of thinking and idea-generating abilities that emerge from creativity, innate talents, capacities and competencies of employees. It is non-material and intangible and is not directly measurable or recorded as an asset[25,29,31] Although a portion of intellectual resource could develop to become IC even in seemingly nonfavorable environments, a great portion of IC emerges from the interaction between the ability of human resource to think and create ideas[25,[29][30][31] and a favorable internal and external organizational environment (managerial, social, structural, physical and communication within and outside of the organization)…”