This Cass Business School research explores key findings from case studies:
- Context: The interpretation of intellectual capital reports requires an understanding of the contexts in which the reporting organisation operates.
- Value creation: Explicitly managing brand value focuses the attention of stakeholders on the ways in which the organisation creates value.
- Risk: The reporting of Corporate Social Responsibility (CSR) or intellectual capital (IC) exposes to public gaze both the strengths and weaknesses of the organisation.
- Innovation: CSR and IC reporting is a company-wide way of thinking that promotes innovation and creativity. Systems must be in place to manage, reward and capitalise on such behaviours.
- Communication: The management of intangibles creates a potent channel for communicating with stakeholders and for motivating staff.
- Objectives: To secure the active participation of staff, the organisation’s mission should be expressed in terms of explicit knowledge goals.
- Performance. The effective management of intangibles builds on past performance by causing employees to think about improvements and innovations that will address and deliver sound performance in the future.
Learn more: Intangible Assets: Concepts and – Rutgers Accounting Web
