Is there something wrong with intellectual capital management models?

Abstract

During the recent years the intellectual capital (IC) literature has produced tens of models to support the various IC management (ICM) activities, such as identification, measurement, valuation, acquisition and reporting IC. However, the practice of applying these models seems to be a fairly new issue in many organisations. The gap between research and practice (i.e. not many organisations seem to be applying ICM models) may result from several issues. This paper approaches the gap from two perspectives. First, the paper questions the applicability of ICM models. Second, although IC as a research theme is quite immature many management models that also include some of the aspects of IC have been developed within general management disciplines. Thus, this study examines whether traditional management models may also be suitable for ICM. The two questions are answered by using four single cases in which action research projects were carried out.

Keywords:

• application
• case studies
• intellectual capital
• intellectual capital management
• knowledge management practice
• knowledge management tools

Additional information

Notes on contributors

Paula Kujansivu

About the author

Paula Kujansivu (Dr. Tech., M.Sc.) works as a senior researcher at the Department of Industrial Management, Tampere University of Technology, Finland. Her research interests are the measurement and management of organisations’ intellectual capital and business performance. Kujansivu's research has been published in such journals as International Journal of Learning and Intellectual Capital, Journal of Knowledge Management Studies, Journal of Intellectual Capital, Measuring Business Excellence and Production Planning & Control. In addition, she has written books on those research topics. Kujansivu also acts as the managing partner of Prodia Ltd.