Introducing intellectual potential – the case of Alfa Laval

Nilsson, Carl‐Henric; Ford, David

doi:10.1108/14691930410550372

Cited by 15 publications

(5 citation statements)

References 18 publications

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“…Within structural capital, on the one hand, we can perceive:internal elements such as infrastructure, processes and business culture and, on the other; andelements that refer to a firm's capacity for renovation and the results of its innovation in the form of protected commercial rights, intellectual property, etc.The literature on intellectual capital is prolific in studies set in different geographic settings and activity sectors that explore the degree of implementation of indicators that monitor both human and structural capital. Among these types of work are those by PricewaterhouseCoopers (2002); April et al (2003); Chaminade and Roberts (2003); Habersam and Piber (2003); Palacios‐Marqués and Garrigós‐Simón (2003); Serrano et al (2003); Bueno et al (2004); Nilsson and Ford (2004); Pöyhönen and Smedlund (2004); Viedma (2004); Andriesson (2005); Gallego and Rodríguez (2005); Tsan and Chang (2005); Hervas and Dalmau (2006), Sánchez and Elena (2006), and Durst (2008). The individual experiences of 25 European organizations deserve special attention, which formed the basis for carrying out, within the European Union, the Project “Intellectual Capital Statement – Made in Europe” (InCaS) (2008), funded by the European Commission, DG Research under the EU 6th Framework Programme.…”

Section: Exploratory Analysismentioning

confidence: 99%

Intellectual capital and value creation in Spanish firms

Díez

Ochoa

Prieto

et al. 2010

Jnl of Intellectual Capital

118

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to explore and to explain the influence of representative variables of human capital and structural capital on the creation of business value. Design/methodology/approach -An exploratory analysis was initially performed on the degree to which firms actually used human and structural capital indicators, through a survey sent out to Spanish firms with a staff of 25 employees or more. Subsequently, by means of an explanatory analysis, the relationship was studied between the use made of the aforementioned indicators and a set of variables selected as representative of value creation. The information on value creation was taken from the Sistema de Análisis de Balances Ibéricos (SABI-AMADEUS) database. Moreover, in an attempt to corroborate the results of this explanatory analysis, a further independent variable was simultaneously introduced taken from the financial statements held on the same database and applied to the same sample of firms; known as the value added intellectual coefficient (VAIC), it analyses value creation efficiency. Findings -The explanatory analysis of multiple lineal correlations and regressions allows us to confirm the positive relation that exists between the use of human and structural capital indicators, and value creation measured by sales growth. Simultaneously, higher levels of the VAIC, in particular for the component that refers to the sum of the coefficient of human capital and structural capital, are also related to improvements in competitiveness reflected through an increase in sales figures. Research limitations/implications -Despite having identified a relation between intellectual capital and value creation, the study finds no evidence of a significant relationship between the use of human capital and structural capital indicators and dependent variables other than sales growth, such as return on assets (ROA) or productivity. The authors would have preferred to have obtained information from a larger number of firms, which would perhaps have contributed to finding new significant relations. This limitation suggests that further research is needed, such as carrying out large-scale longitudinal studies using...

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Section: Exploratory Analysismentioning

confidence: 99%

Intellectual capital and value creation in Spanish firms

Díez

Ochoa

Prieto

et al. 2010

Jnl of Intellectual Capital

118

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“…Figure 1 Factors affecting the choice of approach to IC management This may encourage managers to start developing IC management practices in their own organisations. The research contributes to the existing discussion on IC and IC management by diminishing the gap between theory and practice (see Nilsson and Ford, 2004). On the basis of the framework researchers can improve their models to better take account of various situations.…”

Section: Conclusion and Discussionmentioning

confidence: 95%

Operationalising intellectual capital management: choosing a suitable approach

Kujansivu

2008

Measuring Business Excellence

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Purpose -Intellectual capital (IC) management includes various activities that focus on identifying, measuring, controlling and developing the intangible resources of business. As a concept IC management is still theoretical -the managerial problem is that managers do not know the most appropriate approach for them to operationalise IC management. The purpose of this research is to understand the situation in which a suitable approach to IC management is chosen and factors affecting the choice.Design/methodology/approach -Factors that may affect choosing the approach to IC management are suggested in light of the literature. In addition, three cases in which a suitable approach to IC management is chosen in practice are examined. The main research method used in the cases is action research.Findings -The results may provide support when operationalisation of IC management is relevant. The framework presented can be used as a guideline when deciding how to operationalise IC management in one's own organisation. In addition, three examples are given of how IC management can be initiated and why certain choices have been made. Using the framework researchers can improve their models to take better of account various situations.Originality/value -This paper provides new knowledge about the situation in which a suitable approach to IC management is selected and the factors affecting the choice. The results contribute to the existing discussion on IC management by diminishing the gap between theory and practice.

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“…In a globalized environment, value assessments of companies depend less and less on the availability of fixed assets, current financial performance and the company's market share, while the importance of intangible assets is increasing [5,6], such as the value of intellectual capital resources, including: the intellectual potential of human resources [7], brand value [8], process capital and innovation capital [9] and all intellectual property [10,11].…”

Section: Esg Policy As a Source Of Corporate Competitivenessmentioning

confidence: 99%

ESG Assessment from the Perspective of the Management Board and Trade Unions on the Example of the Opole Power Plant

Zieliński

Adamska

2022

Energies

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The Opole Power Plant is part of the PGE group (Polish Energy Group), the largest power company in Poland. It produces electricity from coal combustion, which means that ESG (environmental, social and corporate governance) policy should be one of the power plant’s strategic priorities. The article focuses on evaluating the ESG activities implemented by the power plant and their relation to the standards set at the corporation. The article’s primary hypothesis is that ESG activities are a significant element of the power plant’s strategy, with most of them determined by policies undertaken at the level of the PGE Group as a whole. The secondary hypotheses assume that trade union representatives attach greater importance (than management) to the social elements of ESG (H2) and that individual management representatives rate higher regarding the importance of those ESG areas for which they are personally responsible (H3). The research method used in the article consists of interviews conducted with representatives of the power plant’s board of directors responsible for individual areas of ESG activities and representatives of trade unions. In addition to groups of questions relating to corporate governance, the empirical material was organized from the perspective of power plant stakeholders. The results obtained support the acceptance of the first two hypotheses posed and the rejection of the third one.

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Introducing intellectual potential – the case of Alfa Laval

Cited by 15 publications

References 18 publications

Intellectual capital and value creation in Spanish firms

Intellectual capital and value creation in Spanish firms

Operationalising intellectual capital management: choosing a suitable approach

ESG Assessment from the Perspective of the Management Board and Trade Unions on the Example of the Opole Power Plant

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