Productivity management: integrating the intellectual capital

Abstract

Purpose

The intangible assets are important today as knowledge and innovation are the key drivers to long‐term business competitiveness. In other words, this competitiveness requires the productive use of the intangible assets. Thus, measuring productivity should underline their importance within an organization. Therefore, the study aims to examine whether the intellectual capital or IC can be used to support productivity measurement.

Design/methodology/approach

The research methodology consists of two stages, derived from the management process which deals with measurement and analysis. The first stage tests the interrelationships between productivity (namely value‐added labor productivity) and the IC. This test is based on a company's financial reports and the IC survey. The second stage focuses on better understanding on how IC can be analyzed. Altogether ten leading manufacturers, with 270 executives and managers, have participated in the survey. Important statistical techniques such as Pearson Correlation are integrated. Moreover, the consideration into the validity of the survey items (e.g. the non‐respondent bias analysis) is illustrated.

Findings

Because of the significant relationships between the IC and value‐added productivity, measuring the IC can strengthen ongoing productivity measurement efforts on a firm's intangible assets. In other words, the IC can become a surrogate for productivity measurement. To assist the IC analysis further, the IC is positively influenced by innovation, learning organization, knowledge management, and self‐directed learning, respectively. In other words, the innovation appears to have the highest impact on the IC level while the ability of an organization to learn and to apply knowledge also has considerable influences.

Originality/value

The emerging use of the term value‐added highlights the importance of IC within the context of productivity measurement. Past studies have focused on relating some the IC components such as innovation and quality of work life to the productivity level. This study attempts to look at the IC in a more comprehensive manner.

Citation

Phusavat, K., Comepa, N., Sitko‐Lutek, A. and Ooi, K. (2013), "Productivity management: integrating the intellectual capital", Industrial Management & Data Systems, Vol. 113 No. 6, pp. 840-855. https://doi.org/10.1108/IMDS-09-2012-0330