To the public‐listed companies, from the investment community

Abstract

Reporting the value of intellectual capital (IC) in the disclosure process for stakeholders has focused largely on the construction of indicators determined by the companies. This paper reports a study conducted with the investment community to determine the information they need to assist them in making investment decisions. This research project sets out to answer what are the perceptions towards strategic capital information required to assist in decision making and what are perceived as the most important or critical strategic management capital and strategic marketing capital indicators. More specifically, the study addresses the inter-relationship between the knowledge of indicators and the perceived importance of disclosing the information on these indicators.

Intellectual Capital and Financial Performance: Case of Travel Agents

“…According to Rudez and Michalic (2007) the relational capital consists of customer satisfaction, image, brand and distribution channels. Lim and Dallimore (2002) have reviewed the categories and related concepts with intellectual capital with managerial approach, and significantly contributed to intellectual capital literature. Lim and Dallimore (2004) has argued that the competence of a firm is its' human capital, business capital, institutional capital, and functional capital.…”

Stock analysts' assessments of the shareholder value of intangible assets

“…Over-valuation of intangible assets was the principal cause of corporate crashes such as WorldCom and Enron in the USA, and HIH and One.Tel in Australia. Investor reaction to these unexpected crashes indicates an urgent need for investors to receive more accurate information about the nature and value of firms' intangible assets (Lim and Dallimore, 2002).…”

Intellectual capital: management attitudes in service industries

“…The framework, which is described in Lim and Dallimore (2002), sets out the basic concept addressing the intellectual capital associated with management know-how and marketing know-how. The corporate competencies for a strategic management approach are the human capital, corporate capital, JIC 5,1 business capital and functional capital (Figure 1).…”

“…The indicators in each category are generally similar in nature and function. Lim and Dallimore (2002) provide a description of each type of the capital. In brief, human capital includes the skills and information of the organization's entire group.…”

“…Research has also been conducted with fund managers in the investment community on their perception towards the importance of disclosing the indicators of the different forms of capital assets (Lim and Dallimore, 2002). The fund managers were also asked about their level of understanding of how these indicators are being measured and how they can be evaluated.…”