Using an intelectual capital perspective to design and implement a growth strategy : the case of apion
By: PEPPARD, Joe
.
Contributor(s): RYLANDER, Anna.
Material type: 
ArticlePublisher: 2001Subject(s): Gestão do Conhecimento | Administração Estratégica | Pró Atividade | Valor | Desenvolvimento OrganizacionalEuropean Management Journal 19, 5, p. 510-525Abstract: This paper uses the case of telecomunications software company APION to illustrate how the strategy that allowed it to realize a dramatic increase in shareholder value through proactively focusing on harnessing its intellectual capital (IC) resources. Having surveyed the literature on value creation, categorizing it under financial and economic, strategic, managerial action, and resource-based perspectives, the paper notes that a major criticism that can be leveled at all these perspectives is that they are weak in identifying specific actions and in mobilizing organizational resources to increase shareholder value. Even resource-based theory (RBT) focuses on the development and protection of valuable resources rather than on providing a theory of `resources in action`. The IC perspective has emerged alongsided RBT as a complementary viewpoint but has a distinctive practitioner bent emphasizing resource accumaltion and deployment in the value creation process. This paper presents the key tenets, concepts and language of the IC perspective, illustrating its implementation using the case of APION. It closes with some lessons and implications for knowledge intensive businesses
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
This paper uses the case of telecomunications software company APION to illustrate how the strategy that allowed it to realize a dramatic increase in shareholder value through proactively focusing on harnessing its intellectual capital (IC) resources. Having surveyed the literature on value creation, categorizing it under financial and economic, strategic, managerial action, and resource-based perspectives, the paper notes that a major criticism that can be leveled at all these perspectives is that they are weak in identifying specific actions and in mobilizing organizational resources to increase shareholder value. Even resource-based theory (RBT) focuses on the development and protection of valuable resources rather than on providing a theory of `resources in action`. The IC perspective has emerged alongsided RBT as a complementary viewpoint but has a distinctive practitioner bent emphasizing resource accumaltion and deployment in the value creation process. This paper presents the key tenets, concepts and language of the IC perspective, illustrating its implementation using the case of APION. It closes with some lessons and implications for knowledge intensive businesses
Click on an image to view it in the image viewer
There are no comments for this item.