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The purpose of this paper is to address the issue of efficiency of corporate universities. An efficiency is defined in relative terms: as having relatively better performance in comparison to other companies. Different indicators of performance were employed in order to analyze short-term and long-term efficiency. A comparative analysis of European companies and emerging Russian companies is performed in order to understand if there are country differences in the efficiency of corporate universities.

To avoid potential omitted variable bias, fixed effect within estimator is employed. This estimator enables controlling for a firm-specific time-constant effect which conditions company’s performance and is responsible for other individual traits. The rest of the characteristics are controlled with a proxy, which are traditional for corporate finance studies.

There are contradictory results for the efficiency of a corporate university; for the European companies, a corporate university brings positive effect for the short-term performance, nevertheless, as the authors have found that it destructs value in long term. A company with a corporate university has 70 percent less market value added than an average company. There is a negative short-term synergy while the long-term synergy is positive. The results for the Russian sample are very consistent: corporate universities have negative or neutral effect on the performance.

This study contributes to the literature about strategic management and human resources management. It addresses the issue on efficiency of corporate universities in companies considering this as one of the key strategic investment in human resource policy. It appears that the corporate university is not a panacea for all companies to develop their human development policy.

The purpose of this paper is to explore the plausibility of six elements of IC and justify the measurement ability of a set of indicators based on publicly available data for each of the proposed element in order to provide tools to managers for their decision-making process in knowledge management (KM).

Core company's intangibles are combined into six intellectual capital (IC) elements that appear after the division of each of the traditional components (human, structural and relational capital (RC)). The human capital includes management and human resources capabilities (HRC). Structural capital is divided into innovation and internal process capabilities (IPC). RC contains networking capabilities and customer loyalty. In drawing on the relevant literature each element is described through a set of indicators collected from publicly available data. The validity of proposed IC model is justified through structural equation modeling. Each element is tested on a sample of more than 1,650 listed European companies over the period of 2004-2011.

The study gives empirical support of three component IC structure and its decomposition into second level. The findings reveal that implementation of KM plays a significant role for HRC as well as for IPC.

The analysis was conducted for a particular sample that may restrict the conclusions.

The proposed measurements for intangibles can be applied by any company for benchmarking and comparative analysis in KM.

The study provides empirical justification of metrics for intangibles allowing a better route in an economy driven by knowledge.

This paper evaluates intellectual capital (IC) within entrepreneurial environments, towards conceptualising the sequential role of education, its institutions in practice, and wider ecosystems. Well-established attributes of entrepreneurialism, such as idea generation, problem-solving, market expertise and risk awareness are commensurate to that of expected IC practices within enterprising organisations. However, scarce research has been undertaken concerning the confronting of IC practices and activities across collaborative, and sequential, multistakeholder partnerships and activities. This includes alignment to distinct stages of developmental entrepreneurialism inclusive of education and ecosystem support: knowledge exchange and training; mentoring the emergence of the start-up; strategically timing scale-ups; and continued navigation within networks while enduring change.

An integrative review of the relationship between IC, entrepreneurs and new ventures is undertaken to evaluate developmental IC practices as per this paper’s highlighted sequential stages, within entrepreneurial environments and organisational contexts.

Significant roles and responsibilities are evident among collaborative sectors, benefitting the entrepreneurial process and heightening the importance and emergence of IC within entrepreneurial environments. Exposure to enterprise-specific education and support emphasises the developmental human capital process of progressing and protecting ideas and ventures. Latterly, ecosystem engagement leads to consistent intrapreneurialism amongst employees and new venture partners, influencing structured IC systems and enterprising cultures and relational aspects of responsive branding of commercial activity and increased market agility.

Through presenting an attribute-based framework, this paper conceptualises sequential multistakeholder intervention of IC practices and organisational considerations within institutions, as well as guiding the developmental role of education in emboldening individuals and organisations through building IC and evidencing entrepreneurial thinking.