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Numerical magnetic field analysis is used for predicting the performance of an induction motor and a slip‐ring generator having different faults implemented in their structure. Virtual measurement data provided by the numerical magnetic field analysis are analysed using modern signal processing techniques to get a reliable indication of the fault. Support vector machine based classification is applied to fault diagnostics. The stator line current, circulating currents between parallel stator branches and forces between the stator and rotor are compared as media of fault detection.

The purpose of this paper is to provide a quantitative measure for organizational renewal capability which would enable inter‐firm comparison and external communication. To make the tool more concrete for the reader, a case organization with the measurement results and conclusions is described.

A method of how renewal capability can be shown on an organizational level and measurement is demonstrated. The approach is based on systems thinking, but it also has boundary surfaces with the knowledge‐based theory of the firm, dynamic capability approach, and intellectual capital (IC) research. A tool for analyzing and measuring organizational renewal, called KM‐factor^®, and the theoretical model behind it, is presented.

The preliminary analysis indicates that the indexes of KM‐factor^® correlate strongly with the future financial success of the company. Thus, the results refer to the fact that companies with (system based and strategy connected) renewal capability have more competitive advantage than others. It is crucial for the organization to understand the required change direction in renewal capability to achieve sustainable competitive advantage.

The topic of renewal has been increasingly dealt with by the research traditions of IC, knowledge management and strategic management. However, even if several relatively consolidated theories about the composition of IC or competitiveness have been presented – renewal being one of the components – the operational and measurement perspectives of continuous renewal have mainly been neglected. This paper demonstrates a quantitative and practical implementation of organizational renewal capability measurement.

The paper seeks to introduce the concept of knowledge‐intensive business services (KIBS) in the context of regional networks and to analyze the roles of KIBS in regional development, especially from the viewpoint of regional intellectual capital.

Regional networks are presented as the networks of production, development and innovation in the region. Drawing from recent literature, the roles of KIBS in regional networks are discussed.

It is argued that networks for production emphasize explicit knowledge, networks for development emphasize tacit knowledge, and networks for innovation emphasize emergent, potential knowledge. It is further stated that KIBS provide the timely information needed in production networks, transfer best practices that support learning in development networks, and function as sources of innovation and facilitators of innovation processes in innovation networks.

The paper provides an approach to reduce the complexity of regional networks into a more manageable level, and highlights the importance of knowledge‐intensive business services in regions.

The approach used in this paper addresses the following gaps in existing research: it argues that KIBS are important actors in the regional IC development, highlights that the roles of KIBS are different in production, development and innovation activities, and argues that a successful region needs all of these activities.

Purpose – The purpose of this article is to provide a tool to map the critical roles of intermediate organizations. To clarify the concept of intermediate organizations in a regional context, especially from the network dynamics point‐of‐view. Design/methodology/approach – Regional dynamics are presented as networks of production, development and innovation in the regional cluster. The intermediaries are divided into national, regional and local level actors. The roles of the intermediaries from the network dynamics point‐of‐view are then illustrated with examples from a case study in a medical technology cluster located in a sparsely inhabited area in Finland. Findings – According to the results of the case study, the regional intermediaries have the most important role in the creation and supporting of the network dynamics. The most critical roles include forming shared innovation strategies between the actors and attracting anchor tenants to the region. Research limitations/implications – The characteristics of the case region are discussed in a generic sense with the concepts of social capital and communities of practice. Practical implications – Conceptually, the article provides an approach to reducing the complexity of the regional networks to a more understandable level. The model provides a tool for the decision makers in a region to define the critical roles of the intermediaries from the network dynamics point‐of‐view. Originality/value – The novel approach introduced in this paper addresses three gaps in existing research: it helps to define the concept of an intermediary in a regional context; it shows that the intermediaries have a much broader role in a region than just knowledge transfer and that the roles of the intermediaries differ on national, regional and local levels.

As service companies are occupying an increasingly significant place as drivers of economic growth, there is a pressing need to understand their peculiarities in order to facilitate their effective management and governance. One important area in which this kind of understanding is lacking is intellectual capital (IC) and knowledge management. Although intellectual capital has become the key value driver for all types of organizations, there is a lack of systematic research on whether there are fundamental differences in the IC of service‐oriented versus product‐oriented companies. In an attempt to bridge this gap the paper aims to examine the main differences in IC stocks, creation, management and protection mechanisms between service‐oriented and product‐oriented companies.

The analysis is based on empirical evidence collected from 418 respondents representing HR and R&D functions in 335 Finnish companies.

The results demonstrate that service‐oriented companies possess more human capital and renewal capital, and focus more on IC creation than product‐oriented companies. In addition, IC protection is stronger in product‐oriented companies. As companies move towards a service orientation they need to change their approach to IC stocks and management, and in this acknowledging the differences between a service and a product orientation is the first step.

The results presented in this study shed new light on the differences between service‐oriented and product‐oriented companies in terms of the possession, management, creation and protection of intellectual capital.

On September 16, 2022, Mahsa a 22-year-old Kurdish girl was killed in Tehran by so-called morality police due to wearing her hijab improperly. After that, thousands of Iranians, led mainly by Gen Z women, poured into the streets protesting the Islamic Republic’s police actions. Named after the protesters’ main rally cry, the Woman, Life, Freedom (WLF) movement swept across Iran very soon and covered other aspects of Iranians’ frustration with the government. The rallies have been confronted with a violent crackdown by the regime, which denied all the accusations and blamed Western countries for sponsoring the protesters. In the lack of dialogic space, Iranians have created their own spaces of autonomy. Calling these spaces the third spaces of engagement, the authors shed light on the protesters’ disruptive daily activities on social media as well as physical spaces as leadership activities through the lens of leadership-as-practice theory. This chapter reframes the issue of hijab as an issue of authority which WLF as a youth-led movement is challenging. Observing protesters’ practices via video clips, news, photos, and social media posts, the authors give an analysis of the movement’s practices based on Harro’s cycle of liberation. The authors argue that while the movement made a huge breakthrough in building a public community around its main slogan, it is suffering from a lack of unity and inclusive collaborative dialogue. Finally, the authors offer suggestions for the movement’s future actions.

To provide a theoretical model of the dynamics of intellectual capital creation in regional clusters and in inter‐organizational networks. The model has been constructed on the basis of earlier studies, especially system's theoretical interpretation of organizations as knowledge systems, and then applied to the examination of a regional cluster operating in the mechanical wood processing industry in Eastern Finland. Intellectual capital in regional clusters is created by three main knowledge creation activities, each of which corresponds to a specific type of an inter‐organizational network. First, production networks aiming at efficiency and replication should function according to mechanistic system logic, focusing on the enactment of rules and regulations. Development networks aiming at continuous incremental development, on the other hand, are most successful when adhering to an organic mode, which emphasizes participation, tacit knowledge sharing, dialogue and mutual adjustments. Finally, innovation networks seeking to produce new intangible assets benefit from a dynamic systems model, where entropy and spontaneous knowledge flows form the basis for mastering radical change. Model should be applied to more cases to ascertain its validity. Provides means for understanding, assessing and managing creation of knowledge‐based value in inter‐organizational collaboration. Addresses three gaps in existing research: it focuses on regional intellectual capital; it examines the ways in which intellectual capital is created as a dynamic process; it provides means for understanding the future potential of a region.

The paper aims at creating understanding on the dynamics of intellectual capital (IC), which has emerged recently as one of the major issues on the research agenda. The theme is studied from a national point of view.

The analysis has been conducted using data from the IMD Competitiveness Report covering the data of 51 countries from the years 2000‐2005. Data analysis is aimed at analysing time dependent relationships between intellectual capital and GNP growth. The research provides parameters of four types of effects for a nation's GNP growth: sustaining effects, boosting effects, linear growth potential and exponential growth potential. Based on the developmental stage of the countries they were grouped to: developing; transitional; and developed countries, and the effects of IC was studied within and between these groups.

The analysis specifies the types of IC factors that have important effects on economic growth on different level of economics. The analysis also provides an analytical framework for designing the context in which IC of nations can be adequately considered in the mid‐long term perspective.

The research has to be considered as exploratory. It has been conducted using only one database with certain limitations. Further research is needed especially by integrating other components of intellectual capital, e.g. reputation, decision‐making processes, and cultural dimension.

From a practical perspective the findings also provide important guidelines and framework for policy makers.

This paper provides a new view on the dynamics of IC at national level by relating IC ingredients to economic performance and specifying under which circumstances IC has important effects on national GNP growth.

The purpose of this paper is to bring clarity to the concept of social capital in the value creation in firms from the knowledge management perspective. To discuss the social characteristics of different types of knowledge.

Based on a review of the literature, it is argued that different types of knowledge have the distinctive logic of value creation and social capital. Social capital is seen as a network of individuals with shared norms, beliefs and trust.

The social network structure for explicit knowledge is centralized and maintained by clearly defined rules, beliefs in high quality and trust in organizational hierarchy. The social network structure for tacit knowledge is distributed and maintained by the norms of reciprocity, beliefs in lifelong learning and an incremental trust. Finally, the social network structure for emergent, potential knowledge is decentralized and maintained by liberal norms, beliefs in innovativeness and an enabling type of trust.

This paper helps to understand the role of social capital in the value creation of a firm and the connections between different types of knowledge and their corresponding types of social characteristics.

This paper presents a holistic approach to explicit, tacit and potential types of knowledge and the argument that all are needed. It is stated that these three types of knowledge form a basis for three management systems of firms.

This paper aims to examine the role of intellectual capital (IC) management in an organizational change process. The purpose is to obtain new empirical findings and an enhanced understanding of the role of IC in an organizational change process is obtained.

First, the existing literature on change management and IC management is reviewed. Then, empirical research is carried out in terms of an action research project on IC development processes in three case companies. These processes and their outcomes are evaluated using interviews.

An IC model can be a useful tool for change management as it helps to ensure the alignment of the change content with the strategic goals of the organization.

The study is based on applying the Danish IC management model in Finnish companies. Different results might have been obtained if another IC management model had been used or the companies representing other countries and cultures had been selected.

The paper demonstrates that IC tools can be useful for promoting organizational change processes. However, more important than the specific conceptual model or measurement method chosen seems to be the process of organizational representatives connecting their contextual and idiosyncratic understandings to the model.

This paper makes a contribution to the existing knowledge by reporting and critically evaluating the implementation of dynamic IC management practices. This is a contribution to the existing conceptually oriented literature on the topic. In addition, the analysis of empirical IC management projects applied in a change context has novelty value.