The transformation of the organization’s intellectual capital: from resource to capital

Abstract

Purpose Over the last three decades, the role of intellectual capital (IC) in ensuring an organization’s competitiveness has increased significantly. The purpose of this paper is to analyse and evaluate the evolution of the concept of (IC) by showing its transformation from resource to capital, while offering a new perspective on the structure of (IC). Design/methodology/approach The formation and development of (IC) is studied on the basis of literature review, logical and comparative analysis. The new structural components of (IC) are defined upon studying the relationships of the relevant concepts and the content of the concept at organizational level today. Findings In the scientific literature, (IC) is mainly viewed as a resource or set of resources an organization uses for creation of competitive advantage and value. Using the information gathered about different views on (IC), this study shows the development of the sources of the organization’s competitiveness: from resource to (IC). Research limitations/implications This study offers the authors’ view on the nature of the concept of (IC) showing (IC) as a business asset. The analysis of the concept is focused at organizational level. Originality/value The study explains the differences between the interrelated concepts: knowledge, competence, performance and (IC). The authors offer an improved definition of (IC) by showing the evolution of its content and offer their own approach to the structure of (IC) that might facilitate tracking this asset in the organization’s accounts and promote effective management of the asset.

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“…Lentjušenkova and Inga (2016) Intellectual Capital Intellectual capital is a firm's assets which include the firm's human capital, information and communication technologies, business procedures, and intangible assets that can be converted into material and immaterial value.…”

Student as stakeholder: “voice of customer” in higher education quality development

“…Quality as transformation, development and improvement, focusing on the customer, meeting or exceeding customer expectations of education Bogue, 1998;European University Association, 2006;Findlow, 2008;Harvey and Green, 1993;Harvey and Newton 2007;Lapina et al (2016); National quality management and organisational values in higher education, 2012; Parasuraman et al, 1985 cited by Choon et al, 2010;Sallis, 2002;Schindler et al, 2015;Watty, 2003. Quality as value-added, quality addition in education Bogue, 1998;Feigenbaum, 1951cited by Choon et al, 2010Lentjušenkova et al, (2016) Rivža et al, 2015. Quality as value for money, fitness of educational outcome Juran and Gryna, 1988 cited by Choon et al, 2010; National quality management and organisational values in higher education, 2012.…”

“…Quality as transformation, development and improvement, focusing on the customer, meeting or exceeding customer expectations of education Bogue, 1998;European University Association, 2006;Findlow, 2008;Harvey and Green, 1993;Harvey and Newton 2007;Lapina et al (2016); National quality management and organisational values in higher education, 2012; Parasuraman et al, 1985 cited by Choon et al, 2010;Sallis, 2002;Schindler et al, 2015;Watty, 2003. Quality as value-added, quality addition in education Bogue, 1998;Feigenbaum, 1951cited by Choon et al, 2010Lentjušenkova et al, (2016) Rivža et al, 2015. Quality as value for money, fitness of educational outcome Juran and Gryna, 1988 cited by Choon et al, 2010; National quality management and organisational values in higher education, 2012. Quality as excellence, based on high standards Peters and Waterman, 1982 cited by Choon et al, 2010;Lapiņa et al (2015); Straujuma et al, 2017. Quality as accountability, based on professional or academic standards, minimal or of a high level to attain excellence Schindler et al, 2015. Quality as exceptionalism, quality as limited supply Koslowski, 2006;Schindler et al, 2015. The main criterion that determines stakeholders' influential power is expected benefits.…”