DOCSLIB.ORG

Impacting Future Value: How to Manage Your Intellectual Capital

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Impacting Future Value: How to Manage Your Intellectual Capital MANAGEMENT STRATEGY MEASUREMENT MANAGEMENT ACCOUNTING GUIDELINE Impacting Future Value: How to Manage your Intellectual Capital By Bernard Marr Published by The Society of Management Accountants of Canada,the American Institute of Certified Public Accountants and The Chartered Institute of Management Accountants. NOTICE TO READERS The material contained in the Management Accounting Guideline Impacting Future Value: How to Manage your Intellectual Capital is designed to provide illustrative information with respect to the subject matter covered. It does not establish standards or preferred practices.This material has not been considered or acted upon by any senior or technical committees or the board of directors of either the AICPA, CIMA or CMA Canada and does not represent an official opinion or position of either the AICPA, CIMA or CMA Canada. Copyright © 2008 by The Society of Management Accountants of Canada (CMA Canada),the American Institute of Certified Public Accountants,Inc. (AICPA) and The Chartered Institute of Management Accountants (CIMA). All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, without the prior written consent of the publisher or a licence from The Canadian Copyright Licensing Agency (Access Copyright). For an Access Copyright Licence, visit www.accesscopyright.ca or call toll free to 1 800 893 5777. ISBN: 1-55302-220-3 MANAGEMENT IMPACTING FUTURE VALUE: HOW TO MANAGE YOUR INTELLECTUAL CAPITAL INTRODUCTION managing intellectual capital.The success of leading companies such as Amazon, Intellectual capital helps to drive success Google, Microsoft, and Wal-Mart is and create value.Although physical and based on their intellectual capital. Physical financial assets remain important, assets such as distribution warehouses, intellectual capital elements such as the office buildings, and stores are important, right skills and knowledge, a respected but not as much as (for example) know- brand and a good corporate reputation, ledge about customers, technology, and strong relationships with key suppliers, markets. For example, organizations the possession of customer and market such as Wal-Mart, with its huge store data, or a culture of innovation set infrastructure, couldn’t perform as well enterprises apart. as it does without (a) the intelligence Growth, above-average earnings, and to build its stores at the right locations, sustainable competitive advantages are (b) the knowledge about consumers no longer driven by investing in physical to stock the right goods, and (c) its assets such as factories, offices, or expertise in inventory replenishment. machinery, but instead by investing in and Intellectual capital allows organizations to CONTENTS EXECUTIVE SUMMARY Page INTRODUCTION 3 Success and future value creation in today’s ABOUT THIS MAG 4 economy depend on the ownership and WHAT IS INTELLECTUAL CAPITAL? 5 appropriate management of intellectual capital. Defining Intellectual Capital 5 Superior performance is no longer driven by FIVE STEPS TO SUCCESSFUL traditional physical assets, but instead primarily by INTELLECTUAL CAPITAL MANAGEMENT 7 intellectual capital.That term includes knowledge, 1. Identifying your Intellectual Capital 7 skills, brands, corporate reputation, relationships, 2. Mapping the Intellectual Capital Value Drivers 10 information and data, as well as processes, patents, 3. Measuring Intellectual Capital 14 trust, or an innovative organizational culture. 4. Managing Intellectual Capital 24 The importance of intellectual capital as an 5. Reporting Intellectual Capital 27 enabler of future performance is now generally CONCLUSION 29 accepted among executives across the world. USEFUL WEBSITES 29 Most organizations, however,still lack practical REFERENCES AND ENDNOTES 30 skills, tools, and techniques to identify, measure, and manage this vital performance driver.This management accounting guideline (MAG) addresses this lack by introducing five key steps for successfully managing intellectual capital, namely: (1) how to identify intellectual capital in your organization, (2) how to map its impact, (3) how to measure it, (4) how to manage it, and (5) how to report it. Practical and easy-to-apply tools and techniques are provided for each of these steps, to equip managers and accountants with the necessary skills to successfully manage the intellectual capital of their organizations. 3 MANAGEMENT STRATEGY leverage their tangible resources.Without and market value (the value of a public company appropriate intellectual capital, physical assets are as measured by the share price times the number MEASUREMENT just commodities that can yield, at best, average of shares issued). returns.1 Identifying and managing the right To positively impact future value, organizations intellectual capital is and will increasingly be the require a better understanding of intellectual key differentiator between successful, mediocre, capital and the latest tools available to identify, and failing enterprises. measure, and manage this important value driver. It is therefore not surprising that intellectual This MAG provides such understanding and out- capital has moved from the periphery to the core lines the latest tools that will equip managers and of modern businesses. Organizations that want to accountants with the necessary skills to better remain competitive in today’s world need tools manage intangibles to improve organizational and techniques to manage their intellectual performance and drive future value. In addition, capital. In fact, executives around the world have this MAG looks at the latest tools for external confirmed this in a recent survey by Accenture reporting of intellectual capital, to improve the and the Economist Intelligence Unit, which found external communication of the company’s value that most executives believe that intellectual to its shareholders and stakeholders. capital is absolutely critical for the future success 2 of their businesses. The same survey also finds ABOUT THIS MAG that most executives agree that their current approaches to measuring and managing intellectual This guideline is aimed at finance professionals and capital are either poor or non-existent. Other accountants in business who would like to better recent surveys, including one that surveyed understand how to manage intellectual capital. In 780 Chief Executive Officers and Chief Financial particular,it is for those who are responsible for Officers of the 5,000 largest companies in the implementing or improving the management, United States, and another involving 15 of the measurement, and reporting of intellectual capital world’s leading banks and financial services firms, in their organizations. It will also be useful to found that measuring and managing intangibles anyone looking for a general introduction and is the least developed in current performance an overview of the key ideas and challenges of measurement and management systems.3 A report measuring, managing, and reporting intangibles. from the Brookings Institution, an independent This guideline follows on from the CIMA report research and policy institute, outlined that the ‘Understanding Corporate Value: Managing and large and growing discrepancy between (a) the Reporting Intellectual Capital,’ published in 20036. importance of intangible assets to economic This earlier technical report provided an overview growth, and (b) our inability to clearly identify, of tools and approaches for managing and measure, and account for those assets is a serious reporting intellectual capital. However,the world problem for business managers, investors, and has moved on since 2003, and new tools and governments.4 Also, Intellectual capital is not standards have emerged. Also, this MAG provides only critical for commercial enterprises, but clearer guidance and practical tools to enable the increasingly it matters as well in government and reader to better measure, manage, and report not-for-profit organizations. Studies in government intellectual capital. organizations have found that intangibles such This MAG outlines five key steps for successfully as corporate reputation, human capital, and managing intellectual capital. Each step contains relationships with key stakeholders are of vital a number of practical and easy-to-follow tools 5 importance. and techniques. Although all of these tools and The internal problem of identifying, measuring, techniques are rigorously grounded in the latest and managing intellectual capital also applies to research, they have been selected because of their external reporting, where there are growing practical relevance and easy application.The first frustrations with the inability of traditional step looks at how to identify intellectual capital financial reporting to account for and report on within an organization. Step two provides tools for intangibles.The increasing gap between (a) what assessing the strategic value of intellectual capital organizations report in their annual reports by visually mapping how it helps organizations to (mainly traditional physical and financial assets), accomplish their strategic objectives. Step three and (b) what actually matters the most (the discusses how to measure intellectual capital and intangibles) is reflected in the ever increasing provides tools and techniques to do so. Step four variance between book value (mainly traditional outlines how to use the resultant information to assets or liabilities
Load more

Recommended publications
  • Creating Intellectual Capital: a Habermasisn Community of Practice
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Queen Margaret University eResearch eResearch: the open access repository of the research output of Queen Margaret University, Edinburgh This is an author-formatted version of document published as: O'Donnell, D., Porter, G., McGuire D., Garavan, T.N., Heffernan, M. & Cleary P. (2003): "Creating Intellectual Capital: A Habermasian Community of Practice (CoP) Introduction ", Journal of European Industrial Training, Vol. 27, No. 2/3/4, p. 80 – 87. Accessed from: http://eresearch.qmu.ac.uk/118/ Repository Use Policy The full-text may be used and/or reproduced, and given to third parties for personal research or study, educational or not-for-profit purposes providing that: • The full-text is not changed in any way • A full bibliographic reference is made • A hyperlink is given to the original metadata page in eResearch eResearch policies on access and re-use can be viewed on our Policies page: http://eresearch.qmu.ac.uk/policies.html Copyright © and Moral Rights for this article are retained by the individual authors and/or other copyright owners. http://eresearch.qmu.ac.uk CREATING INTELLECTUAL CAPITAL: A HABERMASIAN COMMUNITY OF PRACTICE (CoP) INTRODUCTION David O’Donnell, Gayle Porter, Dave McGuire, Thomas N. Garavan, Margaret Heffernan and Peter Cleary David O’Donnell The Intellectual Capital Research Institute of Ireland 7 Clonee Road, Ballyagran, Limerick County, Ireland Phone: +353 (0)87 6821032 Email: [email protected] Dr. Gayle Porter Rutgers University School of Business, 227 Penn Street, Camden, NJ 08102, U.S.A.
    [Show full text]
  • Exploring Intellectual Capital Management in Smes
    Journal of Intellectual Capital Exploring intellectual capital management in SMEs: an in-depth Italian case study Giuseppe Marzo Elena Scarpino Article information: To cite this document: Giuseppe Marzo Elena Scarpino , (2016),"Exploring intellectual capital management in SMEs: an in- depth Italian case study", Journal of Intellectual Capital, Vol. 17 Iss 1 pp. 27 - 51 Permanent link to this document: http://dx.doi.org/10.1108/JIC-09-2015-0075 Downloaded on: 11 January 2016, At: 04:12 (PT) References: this document contains references to 80 other documents. To copy this document: [email protected] The fulltext of this document has been downloaded 94 times since 2016* Users who downloaded this article also downloaded: Stefano Zambon, (2016),"Ten years after: the past, the present and the future of scholarly investigation on intangibles and intellectual capital (IC)", Journal of Intellectual Capital, Vol. 17 Iss 1 pp. - http://dx.doi.org/10.1108/JIC-11-2015-0093 Stefan Schaper, (2016),"Contemplating the usefulness of intellectual capital reporting: Reasons behind the demise of IC disclosures in Denmark", Journal of Intellectual Capital, Vol. 17 Iss 1 pp. 52-82 http://dx.doi.org/10.1108/JIC-09-2015-0080 John Dumay, (2016),"A critical reflection on the future of intellectual capital: from reporting to disclosure", Journal of Intellectual Capital, Vol. 17 Iss 1 pp. 168-184 http://dx.doi.org/10.1108/ JIC-08-2015-0072 Access to this document was granted through an Emerald subscription provided by emerald- srm:518072 [] For Authors 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.
    [Show full text]
  • Intellectual Capital, Social Capital and Communities of Practice
    Intellectual Capital, Social Capital and Communities of Practice John Pierce C Eng, FICS This, the third of a series of articles on Managing Knowledge, visits the concepts of intellectual and social capital and looks at communities of practice, with a real example; Fujitsu’s Café VIK. Later articles will address learning, categorising and searching, and will attempt to define a knowledge management system and suggest a path towards exploiting knowledge for profit. I wrote in a previous article about knowledge having both a value and a cost. The value is often discussed – look at any advertisement for knowledge management ‘systems’ or consulting companies – but the cost is usually ignored. We shall return in a later article to the concept of cost and the knowledge market, but let us first look at that of value. A lot of the original work on this came from the Nordic countries, where Karl-Eric Sveibyi,ii and Leif Edvinssoniii at Skandiaiv created the concept of Intellectual Capital. Consider Microsoft’s market value. Subtract from that the financial capital, represented by the assets on the books, and you are left with a very large positive number. This is deemed to represent the intellectual capital, which is further broken down into structural or organizational capital and human capital (Figure 1). A further refinement is the addition of customer capital, which includes the customers you have, your reputation and Figure 1 Financial and intellectual capital (after relationship with them, Edvinsson) what you know about them and the potential business that you might do with them. Human capital, according to Edvinsson, is defined as the combined knowledge, skill, innovativeness and ability of the company's individual employees to meet the task at hand.
    [Show full text]
  • Protecting Intellectual Capital in the New Century: Are Universities Prepared?
    PROTECTING INTELLECTUAL CAPITAL IN THE NEW CENTURY: ARE UNIVERSITIES PREPARED? In recent years, intellectual property has become increasingly important to academic institutions throughout the United States. As universities rely more heavily on trademarks and patents for additional revenue, questions arise as to whether these institutions are sufficiently protected by their current intellectual property policies. This iBrief explores the policies promulgated by a variety of academic institutions and assesses whether these universities are adequately protected by their policies. Academia is both an industry with marked similarities to many in the private sector and an institution uniquely charged with the discovery and promulgation of knowledge in our society. In both those guises, universities produce valuable patents, copyrights and other intellectual capital. From a strategic policy standpoint, important questions arise, both for these institutions and their corporate partners. Are intellectual property interests protected by the presence of valid university intellectual property policies, or is there cause for concern? In an effort to answer this question, this iBrief examines university policies for the purpose of determining which academic institutions, private or public—in the aggregate—are more likely to maintain protective policies. We conclude that disturbingly few institutions have promulgated intellectual property policies. Thus, there is cause for legitimate concern that financial investment in research is likely in many cases
    [Show full text]
  • Enterprise Content Management Systems As a Knowledge Infrastructure: the Knowledge-Based Content Management Framework
    International Journal of e-Collaboration, 11(3), 49-70, July-September 2015 49 Enterprise Content Management Systems as a Knowledge Infrastructure: The Knowledge-Based Content Management Framework Thang Le Dinh, Université du Québec à Trois-Rivières, Trois-Rivières, Québec, Canada Tim A. Rickenberg, Leibniz Universität Hannover, Hannover, Germany Hans-Georg Fill, University of Vienna, Vienna, Austria Michael H. Breitner, Leibniz Universität Hannover, Hannover, Germany ABSTRACT The rise of the knowledge-based economy has significantly transformed the economies of developed countries from managed economies into entrepreneurial economies, which deal with knowledge as both input and out- put. Consequently, knowledge has become a key asset for organizations and knowledge management is one of the driving forces of business success. One of the most important challenges faced by enterprises today is to manage both knowledge assets and the e-collaboration process between knowledge workers. Critical business knowledge and information is often contained in mostly unstructured documents in content manage- ment systems. Therefore, content management based on knowledge perspectives is crucial for organizations, especially knowledge-intensive organizations. Enterprise Content Management has evolved as an integrated approach to managing documents and content on an enterprise-wide scale. This approach must be enhanced in order to build a robust foundation to support knowledge development and the collaboration process. This paper presents the KBCM (Knowledge-Based Content Management) framework for constructing a knowledge infrastructure based on the perspective of knowledge components that could help enterprises create more business value by classifying content formally and enabling its transformation into valuable knowledge assets. Keywords: Design Science Research, Enterprise Content Management, Information Management, Knowledge Management, Knowledge-Based Content Management Framework DOI: 10.4018/ijec.2015070104 Copyright © 2015, IGI Global.
    [Show full text]
  • From Intellectual Capital to Knowledge Management: What Are They Talking About?*
    INSPEL 32(1998)4, pp. 222-233 FROM INTELLECTUAL CAPITAL TO KNOWLEDGE MANAGEMENT: WHAT ARE THEY TALKING ABOUT?* By Michael E.D. Koenig With the corporate intranet as a catalyst, Intellectual Capital has grown into Knowledge Management, the hottest new topic in the business community - up there on a par with IT, information technology, as competitive advantage; TQM, Total Quality Management; and Business Process Reengineering, and it may well surpass them all. Where did this notion come from? Intellectual Capital became popular in the early and mid 1990s. It is an instructive aside to point out that knowledge management has exploded so rapidly that we can already speak of its predecessor of only a few years ago in the past tense. „Intellectual Capital represents the awareness that information is a factor of production, as economists would phrase it, in a category with land, labor, capital and energy“.1 In the early and mid 1990s there was an increasing awareness in the business community that knowledge was an important organizational resource that needed to be nurtured, sustained, and if possible accounted for. Peter Drucker, as he commonly does, put it perhaps most compellingly: We now know that the source of wealth is something, specifically human knowledge. If we apply knowledge to tasks that we obviously know how to do, we call it productivity. If we apply knowledge to tasks that are new and different, we call it innovation. Only knowledge allows us to achieve those two goals.2 Even more important was that the Internet’s explosion during the 1990s occurred concurrently with the Intellectual Capital movement.
    [Show full text]
  • The Study of the Relationship Between Social Capital and Intellectual Capital of the Organization (Case Study: University of Medical Sciences of Mazandaran Province)
    ISSN 2039-2117 (online) Mediterranean Journal of Social Sciences Vol 7 No 4 S1 ISSN 2039-9340 (print) MCSER Publishing, Rome-Italy July 2016 The Study of the Relationship between Social Capital and Intellectual Capital of the Organization (Case Study: University of Medical Sciences of Mazandaran Province) Ali Eslami Master of Educational Research, Public Relations and International Affairs of Mazandaran University of Medical Sciences, Sari, Iran Email: [email protected] Dr. Saeid Sffarian Hamedani Assistance Prof, Members faculty Azad University Sari, Iran Corresponding Author Email: [email protected] Dr. Ali Morad Heidari Gorji Assistance Prof, Members faculty(EDC) ,Mazandaran University of Medical Science, Sari, Iran Email: [email protected] Doi:10.5901/mjss.2016.v7n4s1p317 Abstract The purpose of this study is to review the relationship between social capital and intellectual capital of university of medical sciences and health services of Mazandaran. This research is an applied study and of a developmental type in terms of purpose and in terms of nature and method, it is a descriptive correlational study. The statistical population includes all of the employees of Mazandaran University of Medical Science and health services who were working in 2013. By using the Morgan sample volume estimation table, the sample volume of the study included 108 persons by using a classified random sampling method based on gender. The data collection method has been a library and field study one. The date collection in this research is a researcher-made questionnaire. In order to test the research hypotheses and the data obtained from the questionnaires, the data was analyzed by using SPSS software and inferential statistics.
    [Show full text]
  • Communities of Practice Approach for Knowledge Management Systems
    systems Article Communities of Practice Approach for Knowledge Management Systems Sitalakshmi Venkatraman 1,* and Ramanathan Venkatraman 2 1 Department of Information Technology, Melbourne Polytechnic, Preston, Victoria 3072, Australia 2 Institute of Systems Sciences, National University of Singapore, Singapore 119615, Singapore; [email protected] * Correspondence: [email protected]; Tel.: +61-3-9269-1171 Received: 26 August 2018; Accepted: 24 September 2018; Published: 27 September 2018 Abstract: In this digital world, organisations are facing global competition as well as manpower pressures leading towards the knowledge economy, which heavily impacts on their local and international businesses. The trend is to foster collaboration and knowledge sharing to cope with these problems. With the advancement of technologies and social engineering that can connect people in the virtual world across time and distance, several organisations are embarking on knowledge management (KM) systems, implementing a community of practice (CoP) approach. However, virtual communities are relatively new paradigms, and there are several challenges to their successful implementation from an organisation’s point of interest. There is lack of CoP implementation framework that can cater to today’s dynamic business and sustainability requirements. To fill the gap in literature, this paper develops a practical framework for a CoP implementation with a view to align KM strategy with business strategy of an organization. It explores the different steps of building, sharing, and using tacit and explicit knowledge in CoPs by applying the Wiig KM cycle. It proposes a practical CoP implementation framework that adopts the Benefits, Tools, Organisation, People and Process (BTOPP) model in addressing the key questions surrounding each of the BTOPP elements with a structured approach.
    [Show full text]
  • Intellectual Capital Management: a Critical Analysis of Conceptual Approaches and Tools
    , Intellectual capital management: a critical analysis of conceptual approaches and tools . Barbara Kaes Assignment presented in partial fulfilment of the requirements for the degree of Master of Commerce at the University of Stellenbosch. Supervisor: Prof. M. Leibold December 1999 Stellenbosch University https://scholar.sun.ac.za Declaration I, the undersigned, hereby declare that the work contained in this thesis is my own original work and has not previously in its entirely or in part been submitted at any university for a degree. SIGNATURE: DATE: .. :(7.: .. ((: .. (~?9.~ ..... Stellenbosch University https://scholar.sun.ac.za Abstract It is generally acknowledged that the new millennium is likely to witness a broad based tendency towards being knowledge driven. One manifestation seems particularly important, viz. the realisation that the proactive management of the important organisational resource of intellectual capital (Ie) increasingly influences corporate performance. In order for companies to remain competitive in future, it appears essential that an appropriate understanding of the concept of intellectual capital management (IeM) be developed. In view of these observations, there is a need for a critical analysis of extant conceptual approaches and tools to IeM. The objective of the present study was to contribute to an improved understanding of the concept of IeM. To achieve this objective it was considered fundamental to first establish conceptual clarity concerning the resource to be managed through IeM, viz. Ie. In a second step, an important task for the achievement of the objective was a critical analysis of extant IeM approaches and tools, to investigate their rationale, origin, and, purpose, as well as to establish advantages and disadvantages inherent in their operationalisation.
    [Show full text]
  • What Is Intellectual Capital? Mikael Ahlgren, Ph.D
    What Is Intellectual Capital? Mikael Ahlgren, Ph.D. (candidate) Abstract The transformation of Las Vegas from the domestic center of gaming to the future global command center ofthe gaming industry is an ambitious undertaking. The city of Houston, Texas successfully underwent a similar evolution in the 1980s. Now recognized as a global hub ofthe energy industry, Houston's stakeholders often credit intellectual capital as a primary driver of their success. This article provides an introduction to intellectual capital theory and offers Las Vegas and its stakeholders some guidance for friture examinations ofthe city's intellectual resources. 1. Introduction Why was the city of Houston, Texas able to transform itself from a domestic center of the oil industry to a global center for the energy industry? In the late nineteenth and early twentieth century, Houston (in its emerging role as domestic oil center) benefited largely from its location. Positioned down the Buffalo Bayou and off the Gulf of Mexico, the city was protected from storms. This fact, combined with the convenient proximity to major oil discoveries like the Spindletop oilfield, motivated companies like the Texas Company (now recognized as Texaco) to build offices and refineries in and around Houston'. Eventually, the domestic flow of oil diminished, yet Houston did not follow the examples set by the steel towns of the Northeast or the mining towns of the West when their commodities became depleted or the nature of their industries transformed. On the contrary, Houston not only survived, it flourished. Las Vegas has stood at the pinnacle ofthe United States commercial gaming industry in terms of both revenues and public visibility for the greater portion ofthe last 60 years.
    [Show full text]
  • Intellectual Capital
    Understanding corporate value: managing and reporting intellectual capital Intellectual capital Contents 1 Introduction 4 2 Definitions of intellectual capital 6 2.1 Classifications of intellectual capital 2.2 Why is intellectual capital so difficult to measure? 3 IC measurement 8 Generic models 3.1 Balanced scorecard 3.2 Performance prism 3.3 Knowledge assets map approach Individual company models 3.4 The Skandia navigator 3.5 Ericsson’s cockpit communicator 3.6 Celemi’s intangible assets monitor 3.7 Ramboll’s holistic company model 3.8 Bates Gruppen CompanyIQ measurement system IC valuation 14 3.9 The value-added approach 3.10 The value creation index 3.11 Market or value-based approach 3.12 Tobin’s q 3.13 Calculated intangible value 3.14 Matching assets to earnings – the Baruch Lev method 3.15 Human resource accounting 3.16 Value-added intellectual capital coefficient 4 Knowledge management 19 4.1 Knowledge process wheel 4.2 Knowledge management and the accounting profession 5 Reporting intellectual capital 23 5.1 Accounting standards 5.2 Operating and financial review 5.3 Intellectual capital reports 6 Conclusion 26 Writers: Danka Starovic, project manager, technical issues, CIMA, and Bernard Marr, research fellow in the Centre for Business Performance at Cranfield School of Management Production editor: Sarah Vaux Designer: Adrian Taylor Publisher: Chartered Institute of Management Accountants Inquiries: [email protected] (tel: 020 8849 2275) 3 Intellectual capital 1 Introduction Knowledge being the new engine of But it is not only investor pressure that necessary if the concept of intellectual corporate development has become one is forcing companies to accept that capital is to become widely accepted of the great clichés of recent years, but managing intangibles is no longer an and put into practice.
    [Show full text]
  • An Intellectual Capital Perspective
    A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Costa, Ricardo Vergueiro; Ramos, Ana Paula Article Designing an AHP methodology to prioritize critical elements for product innovation: An intellectual capital perspective International Journal of Business Science & Applied Management (IJBSAM) Provided in Cooperation with: International Journal of Business Science & Applied Management (IJBSAM) Suggested Citation: Costa, Ricardo Vergueiro; Ramos, Ana Paula (2015) : Designing an AHP methodology to prioritize critical elements for product innovation: An intellectual capital perspective, International Journal of Business Science & Applied Management (IJBSAM), ISSN 1753-0296, International Journal of Business Science & Applied Management, s.l., Vol. 10, Iss. 1, pp. 15-34 This Version is available at: http://hdl.handle.net/10419/190659 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence.
    [Show full text]