2015
DOI: 10.1504/ijlic.2015.072198
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Multi-variable analysis and modelling of intellectual capital effects on firm performance

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Cited by 9 publications
(8 citation statements)
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“…Income 0.9 0.9 0.9 0.9 Income 1.0 1.0 0.8 0.9 HIGH 0.9 0.8 1.0 0.9 HIGH 1.0 0.9 1.0 0.9 Only results that emerge from both mappings are presented and both scores (cases/firms) are reported simultaneously. As identified already in the original study (Tsakalerou, 2015a), the overall picture for IC is profoundly positive (with a mean score of 0.9/0.9). The GE/McKinsey matrices in Table 2, however, reveal the following important observations:…”
Section: Ip Rightssupporting
confidence: 69%
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“…Income 0.9 0.9 0.9 0.9 Income 1.0 1.0 0.8 0.9 HIGH 0.9 0.8 1.0 0.9 HIGH 1.0 0.9 1.0 0.9 Only results that emerge from both mappings are presented and both scores (cases/firms) are reported simultaneously. As identified already in the original study (Tsakalerou, 2015a), the overall picture for IC is profoundly positive (with a mean score of 0.9/0.9). The GE/McKinsey matrices in Table 2, however, reveal the following important observations:…”
Section: Ip Rightssupporting
confidence: 69%
“…The relationship between IC and organisational value has been the subject of significant academic research with often-inconclusive results (Chahal and Bakshi, 2014). A recent meta-study of the relevant research literature of the period 2000-2013 has demonstrated that IC as a whole has a strong positive effect on firm performance (Tsakalerou, 2015a) while its constituents are significantly lagging in this respect (Tsakalerou, 2015b).…”
Section: Literature Reviewmentioning
confidence: 99%
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“…Although the results of a meta-study indicate that IC as a whole has a uniformly strong positive effect on firm performance, the effect that its constituents display are significantly lagging in this respect (Tsakalerou 2015). Recognising the shortcomings and literature gap in understanding the influence of individual components of IC, instead of undertaking conceptual investigations and adding new terminology to the already seemingly fuzzy conceptual field of IC (Gogan 2014), the purpose of this study is to unpack the different components of IC by highlighting their individual relevance to organisational performance.…”
Section: Introductionmentioning
confidence: 89%
“…Scholars engaged with IC research have proposed different definitions, conceptualisations and categorisations (Djamil et al 2013). Several authors suggest that the different dimensions of IC need to complement each other in order for organisations to achieve their organisational goals (Johannessen et al 2005;Shree, Urban 2012;Tsakalerou 2015).…”
Section: Introductionmentioning
confidence: 99%