An Intellectual Capital perspective for Business Model Innovation in technology-intensive industries: empirical evidences from Italian spin-offs     

Gianluca?EliaEmail author  Antonio?Lerro  Giuseppina?Passiante  Giovanni?Schiuma 《知识管理研究与实践》2017,15(2):155-168

Innovation and competition take place increasingly between Business Models (BM), and not just among products, processes, and technologies. Therefore, Business Model Innovation (BMI) becomes the key process to unleash value creation for both established and new companies, and, among these latter, particularly for technological spin-offs. For their constituent characteristics, it emerges that BMI in technological spin-offs appears to be related to the effective management of the Intellectual Capital (IC). Despite this, current research has paid little attention to decline BMI through the lenses of IC. This study aims to provide a contribution in this direction by investigating how technological spin-offs innovate their BM by leveraging their IC dimensions. A review of relevant literature on BMI has been carried out. Then, a case study methodology has been adopted to analyze seven technological spin-offs. The analysis highlighted three main trajectories of BMI, defined in terms of the BMI scope and the main exploited IC dimension. The discussion of findings from a research and practical perspective contributes to the debate on BMI, by providing a new interpretative key based on the relevance of the IC dimensions.  相似文献   

The managerial foundations of knowledge assets dynamics     

Schiuma  Giovanni 《知识管理研究与实践》2009,7(4):290-299

The ability of an organisation to harness knowledge assets dynamics lies at the core of organisational value creation capacity. A key challenge both for researchers and for practitioners is to understand how to measure and manage knowledge assets dynamics. In this paper the managerial foundations of knowledge assets dynamics are introduced. For measuring and managing knowledge assets dynamics within organisations three processes are discussed as follows: knowledge assets identification, knowledge assets mapping and knowledge assets flow. The ability of an organisation to gain sustainable competitive advantages is related to the capacity of mastering these processes. Each process is analysed introducing the possible frameworks that can inspire both scholars investigating the microfoundations of organisational knowledge dynamics, and practitioners looking for approaches to leverage knowledge assets to improve business performance.

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