Ehsan Khavandkar
Ehsan is an Assistant Professor of International Business and Strategy at Birmingham Business School, University of Birmingham. He also acts as an external examiner for undergraduate, postgraduate, MBA and research programmes at other HE Institutions. He received his PhD in Economics of Innovation (ABS-funded) from Aston Business School, Aston University, where he also began his teaching career. Over the years, he has taught a variety of courses in the areas of International Business Management and Strategy, Entrepreneurship and Innovation at the University of Hull, Loughborough University, Aston University, Essex University and University of Wales. In recognition of his teaching success, he received the 2016-17 Aston University`s Excellence in Teaching Award. In 2022, he also received the University of Hull`s “Knowledge Exchange Award”.
Ehsan has extensive experience with curriculum design and development, and programme evaluation and quality assurance at both the undergraduate and graduate levels. As the director of postgraduate taught programmes in Business and Marketing at the University of Hull, he led the curriculum development and implementation of new MSc programmes in “Business Management” and “Digital Marketing and Advertising”.
His research delves into the intersection of sits at the intersection of innovation, entrepreneurship, ST&I and agglomeration studies. A unifying theme across his work is an interest in “co-creation and co-evolution” as an avenue to engage individuals, firms, institutions and communities in sustainable, intersectoral and collaborative innovation practices in the short and long term. Within the areas of his research expertise, he has successfully led multiple research projects, organised conferences, seminars, and workshops, and have successfully supervised PhD, research and PGT students. One of his published books, Intellectual Capital: Management, Development and Measurement Models, won the Student Book of the Year Award in 2011. He has also received various awards recognising his contributions to the field.
His recent research project, `United Kingdom Science and Technology Parks Survey`, focuses on understanding how micro and small firms` innovation practices differ from one another, what these mean for knowledge ecosystem design in Britain.
Before joining the academia, he held various diverse positions in consultancy and project management within the industry.
Phone: +44 (0)1482 463583
Address: Cottingham Rd, Hull HU6 7RX
Ehsan has extensive experience with curriculum design and development, and programme evaluation and quality assurance at both the undergraduate and graduate levels. As the director of postgraduate taught programmes in Business and Marketing at the University of Hull, he led the curriculum development and implementation of new MSc programmes in “Business Management” and “Digital Marketing and Advertising”.
His research delves into the intersection of sits at the intersection of innovation, entrepreneurship, ST&I and agglomeration studies. A unifying theme across his work is an interest in “co-creation and co-evolution” as an avenue to engage individuals, firms, institutions and communities in sustainable, intersectoral and collaborative innovation practices in the short and long term. Within the areas of his research expertise, he has successfully led multiple research projects, organised conferences, seminars, and workshops, and have successfully supervised PhD, research and PGT students. One of his published books, Intellectual Capital: Management, Development and Measurement Models, won the Student Book of the Year Award in 2011. He has also received various awards recognising his contributions to the field.
His recent research project, `United Kingdom Science and Technology Parks Survey`, focuses on understanding how micro and small firms` innovation practices differ from one another, what these mean for knowledge ecosystem design in Britain.
Before joining the academia, he held various diverse positions in consultancy and project management within the industry.
Phone: +44 (0)1482 463583
Address: Cottingham Rd, Hull HU6 7RX
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If you require any further information about this study or have queries regarding your participation, please do not hesitate to contact us at (esg-scienceparksproject@aston.ac.uk).
The project website: http://www.ukstpsurvey.co.uk/
Intellectual Capital Management Book by Ehsan Khavandkar
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: Intellectual Capital: An Introduction 1
Knowledge: What is it and How is it? 14
Towards a phenomenology of the Knowledge Economy 22
New Forms of Organisational Resources 29
Intangible Assets 31
Intellectual Capital 45
Human Capital 63
Structural Capital 65
Information and Knowledge Assets 67
Conclusion 72
Chapter Two: Intellectual Capital: Management and Development 81
Intellectual Capital Management: A definition 83
Knowledge Acquisition Vs. Knowledge Creation 90
Knowledge Management 95
Knowledge Management and Intellectual Capital Management 100
Knowledge Management: Human Capital 104
Knowledge Management: Organisational and Structural Capital 106
Knowledge Management: Relational and Social Capital 110
Organisational Culture 113
Organisational Culture and Human Capital 115
Organisational Culture and Structural Capital 118
Management of Organisational Learning 121
Organisational Learning and Intellectual Capital 127
Management of Organisational Capabilities 129
Organisational Capabilities and Intellectual Capital 131
Management of Collaborative and Coopetitive Relationships 133
Interorganisational partnership and Intellectual Capital 136
Conclusion 138
Chapter Three: Intellectual Capital: Measurement Models 147
Organisational Performance and Performance Measurement 148
Accounting for Tangible Assets 153
Accounting for Intangible Assets 159
Intellectual Capital Measurement: An Overview 173
Intellectual Capital Measurement: Descriptive Models 175
The Market Capitalisation (MC) Models 178
Tobin’s q 179
Invisible Balance Sheet 181
Market-to-Book Ratio 182
KNOWCORP 184
The Direct Intellectual Capital (DIC) Models 188
Human Resource Costing & Accounting (HRCA) 189
HR Statement 191
Citation-Weighted Patents 193
Technology Broker 196
Accounting for the Future (AFTF) 198
Inclusive Valuation Methodology (IVM) 200
Total Value Creation (TVC) 204
Intellectual Asset Valuation 207
The Value Explorer 209
FiMIAM 212
The Return on Assets (ROA) Models 213
Economic Value Added (EVA) 214
Calculated Intangible Value (CIV) 218
Value Added Intellectual Coefficient (VAIC) 220
Knowledge Capital Earnings 223
The Scorecard (SC) Models 225
Balanced Score Card 226
Holistic Accounts 230
Skandia Navigator 233
Intangible Asset Monitor 238
IC-Index 240
Value Creation Index (VCI) 243
Knowledge Audit Cycle 244
Value Chain Scoreboard 246
Knowledge Assets and Intellectual Capital Framework (OECD) 248
IC Rating 250
Dynamic Valuation of Intellectual Capital (IC-dVAL) 254
Measuring and Accounting Intellectual Capital(MAGIC) 257
Business IQ 258
National Intellectual Capital Index 261
The Visualisation Models (VIS) Models 267
Knowledge Assets Map (KAM) 268
Performance Prism 271
Value+ 274
Strategy Map 275
Value Creation Map 278
Seer Model 280
The Prescriptive Models 281
International Federation of Accountants Guideline 282
Nordika Guideline 284
MERITUM Guideline 285
Italian Guideline 288
Spanish Guideline 291
Danish Guideline 292
German Guideline 295
Japanese Guideline 297
Australian Guideline 298
Austrian Guideline 298
Scottish Guideline 300
Irish Guideline 302
RICARDIS Guideline 304
InCaS Guideline 306
The Knowledge Assets Measurement Models 309
World Bank’s Knowledge Assessment Methodology (KAM) 310
United Nations Economic Commission for Europe (ECE) 312
eEurope National Knowledge Assets Measurement 314
European KM Forum Assessment Model 316
e-Readiness Index 318
Intellectual Capital Tools 319
Celemi`s Tango Tool 320
Bates Gruppen`s Company IQ Measurement System 322
Ericsson’s Cockpit Communicator Tool 324
Conclusion 326
Chapter Four: Intellectual Capital: An Analytical Bibliography 329
Chapter Five: Intellectual Capital: Glossary of Terms 361
Appendices 393
References 400
Index 420
This chapter discusses how leadership interventions in science parks can promote the diffusion of intellectual capital management (ICM) practices. It focuses on how operationalization operationalisation of the different social interactions leads to the accommodation of suitable mechanisms for diffusion of those practices associated with ICM among tenants in of science parks, under the theoretical notion of the ecosystem.
This issue is becoming important in the case of small and medium sized enterprises (SMEs), as intellectual capital is likely to be the key source of competitive advantage (European Commission, 2006; Huggins & Weir, 2012). SMEs generally have advantages over established companies in terms of learning (Davenport, 2005; Lee et al., 2010). In order to prevent science parks from becoming just real estate brokerage entities, managers and policy makers need to undertake a range of boundary-spanning activities to optimise the mobility of intangible and tangible knowledge and resources. This notion reflects the fact that science park management could, and should, harness ideas for strategic change when they seek to unleash an SME’s entrepreneurial potential. This chapter explores the ways in which leadership interventions in science park ecosystems may orchestrate tenants’ management insight and strategic foresight. It also outlines their contributions to the development of ICM practices in SMEs by propagating co-specialisation opportunities whilst understanding the cognitive consonance of the various roles played by tenants and other stakeholders in the science park ecosystem, not simply by resource or geography.
This chapter is useful to the directors and CEOs of science parks for four primary reasons:. Ffirst, to clarify the relationships between the science park and its key players; second, to build an understanding of the different social mechanisms for diffusion of intellectual capital management practices; third, to understand the cognitive patterns in possible adaptation preferences and conditions within SMEs; and fourth, to educate managers about the types and roles of external agents’ involvements in the diffusion of ICM practices.
Other Published Books by Ehsan Khavandkar
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: Intellectual Capital: An Introduction 1
Knowledge: What is it and How is it? 14
Towards a phenomenology of the Knowledge Economy 22
New Forms of Organisational Resources 29
Intangible Assets 31
Intellectual Capital 45
Human Capital 63
Structural Capital 65
Information and Knowledge Assets 67
Conclusion 72
Chapter Two: Intellectual Capital: Management and Development 81
Intellectual Capital Management: A definition 83
Knowledge Acquisition Vs. Knowledge Creation 90
Knowledge Management 95
Knowledge Management and Intellectual Capital Management 100
Knowledge Management: Human Capital 104
Knowledge Management: Organisational and Structural Capital 106
Knowledge Management: Relational and Social Capital 110
Organisational Culture 113
Organisational Culture and Human Capital 115
Organisational Culture and Structural Capital 118
Management of Organisational Learning 121
Organisational Learning and Intellectual Capital 127
Management of Organisational Capabilities 129
Organisational Capabilities and Intellectual Capital 131
Management of Collaborative and Coopetitive Relationships 133
Interorganisational partnership and Intellectual Capital 136
Conclusion 138
Chapter Three: Intellectual Capital: Measurement Models 147
Organisational Performance and Performance Measurement 148
Accounting for Tangible Assets 153
Accounting for Intangible Assets 159
Intellectual Capital Measurement: An Overview 173
Intellectual Capital Measurement: Descriptive Models 175
The Market Capitalisation (MC) Models 178
Tobin’s q 179
Invisible Balance Sheet 181
Market-to-Book Ratio 182
KNOWCORP 184
The Direct Intellectual Capital (DIC) Models 188
Human Resource Costing & Accounting (HRCA) 189
HR Statement 191
Citation-Weighted Patents 193
Technology Broker 196
Accounting for the Future (AFTF) 198
Inclusive Valuation Methodology (IVM) 200
Total Value Creation (TVC) 204
Intellectual Asset Valuation 207
The Value Explorer 209
FiMIAM 212
The Return on Assets (ROA) Models 213
Economic Value Added (EVA) 214
Calculated Intangible Value (CIV) 218
Value Added Intellectual Coefficient (VAIC) 220
Knowledge Capital Earnings 223
The Scorecard (SC) Models 225
Balanced Score Card 226
Holistic Accounts 230
Skandia Navigator 233
Intangible Asset Monitor 238
IC-Index 240
Value Creation Index (VCI) 243
Knowledge Audit Cycle 244
Value Chain Scoreboard 246
Knowledge Assets and Intellectual Capital Framework (OECD) 248
IC Rating 250
Dynamic Valuation of Intellectual Capital (IC-dVAL) 254
Measuring and Accounting Intellectual Capital(MAGIC) 257
Business IQ 258
National Intellectual Capital Index 261
The Visualisation Models (VIS) Models 267
Knowledge Assets Map (KAM) 268
Performance Prism 271
Value+ 274
Strategy Map 275
Value Creation Map 278
Seer Model 280
The Prescriptive Models 281
International Federation of Accountants Guideline 282
Nordika Guideline 284
MERITUM Guideline 285
Italian Guideline 288
Spanish Guideline 291
Danish Guideline 292
German Guideline 295
Japanese Guideline 297
Australian Guideline 298
Austrian Guideline 298
Scottish Guideline 300
Irish Guideline 302
RICARDIS Guideline 304
InCaS Guideline 306
The Knowledge Assets Measurement Models 309
World Bank’s Knowledge Assessment Methodology (KAM) 310
United Nations Economic Commission for Europe (ECE) 312
eEurope National Knowledge Assets Measurement 314
European KM Forum Assessment Model 316
e-Readiness Index 318
Intellectual Capital Tools 319
Celemi`s Tango Tool 320
Bates Gruppen`s Company IQ Measurement System 322
Ericsson’s Cockpit Communicator Tool 324
Conclusion 326
Chapter Four: Intellectual Capital: An Analytical Bibliography 329
Chapter Five: Intellectual Capital: Glossary of Terms 361
Appendices 393
References 400
Index 420
Table of Figures xi
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: Towards a phenomenology of the new business world 9
Businesses of the post-industrial world 15
Doing Business in the Knowledge-Based Economy 17
The Service-oriented economy 20
Mapping the future: higher education and business technology in Iran 21
Chapter Two: Entrepreneurship policies and dynamics of innovation and technology systems 25
A conceptual framework for entrepreneurship 26
Technological entrepreneurship in Iran 36
Chapter Three: Writing a business plan: Step-by-Step planning 41
The Basics of Writing a business plan 42
The Objectivity and Subjectivity of a business idea 43
The Principles of Writing a business plan 45
Why Business Growth Strategies Matter 46
One Page Business Plan 49
The Outline of a business plan 50
Writing an executive summary 51
Business model and philosophy 52
Market analysis: Macro and micro environmental analysis 58
Human resource statement 61
Operational plan 66
Financial plan 68
Visualization Techniques 72
Chapter Four: How to become an incubatee 84
Business incubation: what it is 88
The state of the art of Business Incubation in Iran 90
From Science Parks to Innovation Districts and High-technology Corridors 93
Science and research cities and parks in Iran 97
Incubators and Accelerators in Iran 109
University-based Entrepreneurship Centers in Iran 128
What business to start: Onsite firms in Iranian science parks and incubators 144
Chapter Five: Get help and support for your business 158
Business Support Institutions in Iran 163
Glossary of Terms 236
References 239
Index
Contents
Table of Figures xi
Lists of Tables xii
Foreword xv
Preface xvii
Introduction: Why are e-Resources Important for Information Technology? 1
Enterprise Resource Planning (ERP) 2
Organisational Architecture and Information Technology Planning 11
e-commerce and Online Marketing 19
Software Development 40
Database and Information Management 57
Supply Chain Management (SCM) 76
Software and Hardware 93
Information Technology Engineering 112
Other Generic Resources 118
References 178
Index
Table of Figures xi
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: Evolution of Industrial Engineering 1
Introduction 1
Industrial Engineering: What It Is 2
History of Engineering and Development of Industrial Engineering 3
Frederick Winslow Taylor and Principles of Scientific Management 4
Henry Laurence Gantt and Organising for Work 5
Frank and Lillian Gilbreth, Time and Motion Studies 6
Harrington Emerson and Twelve Principles of Efficiency 7
What Do Industrial Engineers Do? 12
Chapter Two: Why are e-Resources Important for Industrial Engineers? 12
TRIZ: The Theory of Inventive Problem Solving 16
Six Sigma: The Theory of Inventive Problem Solving 20
The Theory of Fuzzy Sets 25
Information Architecture (IA) 28
Quality Management 32
Supply Chain Management (SCM) 36
Economics 40
Information and Communication Technology (ICT) 47
Entrepreneurship 56
Strategic Management 59
Ergonomics and Human Factors 63
Industrial Safety and Occupational Health 67
Standards 69
Maintenance Engineering 73
Operational Research 78
Production Planning 82
Marketing 85
Project Management 92
Transport Engineering and Planning 95
Engineering Management 100
Value Engineering 116
Computer Applications in Industrial Engineering 122
Industrial Technology 131
Risk Management 134
Human Resource Management 141
Productivity Management 144
Accounting and Financial Management 147
Systems Analysis 153
Knowledge Management 161
Statistics and Probability 162
Industrial Planning 168
Other Sources 170
Software and Applications 172
References 187
Index
Table of Figures xi
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: The Role of Scientific Societies in Higher Education 1
Chapter Two: The Efficient Scientific Socities, Policy Making and Priority Setting: What Constitutes Success? 10
Introduction 11
Multiple Perspectives: What Do Students Do? 13
The Role and Activities of Scientific Societies 18
Legitimising the Science Scientific Societies: The Students` Perspective 22
Do Golden Rules for Engaging Students in Scientific Activities Work? 26
Simple Rules for Forming an Efficient Scientific Society 29
The Challenges Facing Scientific Socities 38
Chapter Two: The Role of University Incubators in Stimulating Students` Scientific Activities: A Case Study from Zanjan Inforamtion and Communication Technology Incubator (FAZ) 2002-2007 44
Zanjan Inforamtion and Communication Technology Incubator: Activities & Programs 46
Hatching Chickens: The FAZ Networking Model 48
Key Learnings from the FAZ Model: The Cybernetic Paradigm 53
Chapter Three: An Actionable Strategy Framework for Scientific Societies 60
References 74
Index
Working Papers by Ehsan Khavandkar
If you require any further information about this study or have queries regarding your participation, please do not hesitate to contact us at (esg-scienceparksproject@aston.ac.uk).
The project website: http://www.ukstpsurvey.co.uk/
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: Intellectual Capital: An Introduction 1
Knowledge: What is it and How is it? 14
Towards a phenomenology of the Knowledge Economy 22
New Forms of Organisational Resources 29
Intangible Assets 31
Intellectual Capital 45
Human Capital 63
Structural Capital 65
Information and Knowledge Assets 67
Conclusion 72
Chapter Two: Intellectual Capital: Management and Development 81
Intellectual Capital Management: A definition 83
Knowledge Acquisition Vs. Knowledge Creation 90
Knowledge Management 95
Knowledge Management and Intellectual Capital Management 100
Knowledge Management: Human Capital 104
Knowledge Management: Organisational and Structural Capital 106
Knowledge Management: Relational and Social Capital 110
Organisational Culture 113
Organisational Culture and Human Capital 115
Organisational Culture and Structural Capital 118
Management of Organisational Learning 121
Organisational Learning and Intellectual Capital 127
Management of Organisational Capabilities 129
Organisational Capabilities and Intellectual Capital 131
Management of Collaborative and Coopetitive Relationships 133
Interorganisational partnership and Intellectual Capital 136
Conclusion 138
Chapter Three: Intellectual Capital: Measurement Models 147
Organisational Performance and Performance Measurement 148
Accounting for Tangible Assets 153
Accounting for Intangible Assets 159
Intellectual Capital Measurement: An Overview 173
Intellectual Capital Measurement: Descriptive Models 175
The Market Capitalisation (MC) Models 178
Tobin’s q 179
Invisible Balance Sheet 181
Market-to-Book Ratio 182
KNOWCORP 184
The Direct Intellectual Capital (DIC) Models 188
Human Resource Costing & Accounting (HRCA) 189
HR Statement 191
Citation-Weighted Patents 193
Technology Broker 196
Accounting for the Future (AFTF) 198
Inclusive Valuation Methodology (IVM) 200
Total Value Creation (TVC) 204
Intellectual Asset Valuation 207
The Value Explorer 209
FiMIAM 212
The Return on Assets (ROA) Models 213
Economic Value Added (EVA) 214
Calculated Intangible Value (CIV) 218
Value Added Intellectual Coefficient (VAIC) 220
Knowledge Capital Earnings 223
The Scorecard (SC) Models 225
Balanced Score Card 226
Holistic Accounts 230
Skandia Navigator 233
Intangible Asset Monitor 238
IC-Index 240
Value Creation Index (VCI) 243
Knowledge Audit Cycle 244
Value Chain Scoreboard 246
Knowledge Assets and Intellectual Capital Framework (OECD) 248
IC Rating 250
Dynamic Valuation of Intellectual Capital (IC-dVAL) 254
Measuring and Accounting Intellectual Capital(MAGIC) 257
Business IQ 258
National Intellectual Capital Index 261
The Visualisation Models (VIS) Models 267
Knowledge Assets Map (KAM) 268
Performance Prism 271
Value+ 274
Strategy Map 275
Value Creation Map 278
Seer Model 280
The Prescriptive Models 281
International Federation of Accountants Guideline 282
Nordika Guideline 284
MERITUM Guideline 285
Italian Guideline 288
Spanish Guideline 291
Danish Guideline 292
German Guideline 295
Japanese Guideline 297
Australian Guideline 298
Austrian Guideline 298
Scottish Guideline 300
Irish Guideline 302
RICARDIS Guideline 304
InCaS Guideline 306
The Knowledge Assets Measurement Models 309
World Bank’s Knowledge Assessment Methodology (KAM) 310
United Nations Economic Commission for Europe (ECE) 312
eEurope National Knowledge Assets Measurement 314
European KM Forum Assessment Model 316
e-Readiness Index 318
Intellectual Capital Tools 319
Celemi`s Tango Tool 320
Bates Gruppen`s Company IQ Measurement System 322
Ericsson’s Cockpit Communicator Tool 324
Conclusion 326
Chapter Four: Intellectual Capital: An Analytical Bibliography 329
Chapter Five: Intellectual Capital: Glossary of Terms 361
Appendices 393
References 400
Index 420
This chapter discusses how leadership interventions in science parks can promote the diffusion of intellectual capital management (ICM) practices. It focuses on how operationalization operationalisation of the different social interactions leads to the accommodation of suitable mechanisms for diffusion of those practices associated with ICM among tenants in of science parks, under the theoretical notion of the ecosystem.
This issue is becoming important in the case of small and medium sized enterprises (SMEs), as intellectual capital is likely to be the key source of competitive advantage (European Commission, 2006; Huggins & Weir, 2012). SMEs generally have advantages over established companies in terms of learning (Davenport, 2005; Lee et al., 2010). In order to prevent science parks from becoming just real estate brokerage entities, managers and policy makers need to undertake a range of boundary-spanning activities to optimise the mobility of intangible and tangible knowledge and resources. This notion reflects the fact that science park management could, and should, harness ideas for strategic change when they seek to unleash an SME’s entrepreneurial potential. This chapter explores the ways in which leadership interventions in science park ecosystems may orchestrate tenants’ management insight and strategic foresight. It also outlines their contributions to the development of ICM practices in SMEs by propagating co-specialisation opportunities whilst understanding the cognitive consonance of the various roles played by tenants and other stakeholders in the science park ecosystem, not simply by resource or geography.
This chapter is useful to the directors and CEOs of science parks for four primary reasons:. Ffirst, to clarify the relationships between the science park and its key players; second, to build an understanding of the different social mechanisms for diffusion of intellectual capital management practices; third, to understand the cognitive patterns in possible adaptation preferences and conditions within SMEs; and fourth, to educate managers about the types and roles of external agents’ involvements in the diffusion of ICM practices.
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: Intellectual Capital: An Introduction 1
Knowledge: What is it and How is it? 14
Towards a phenomenology of the Knowledge Economy 22
New Forms of Organisational Resources 29
Intangible Assets 31
Intellectual Capital 45
Human Capital 63
Structural Capital 65
Information and Knowledge Assets 67
Conclusion 72
Chapter Two: Intellectual Capital: Management and Development 81
Intellectual Capital Management: A definition 83
Knowledge Acquisition Vs. Knowledge Creation 90
Knowledge Management 95
Knowledge Management and Intellectual Capital Management 100
Knowledge Management: Human Capital 104
Knowledge Management: Organisational and Structural Capital 106
Knowledge Management: Relational and Social Capital 110
Organisational Culture 113
Organisational Culture and Human Capital 115
Organisational Culture and Structural Capital 118
Management of Organisational Learning 121
Organisational Learning and Intellectual Capital 127
Management of Organisational Capabilities 129
Organisational Capabilities and Intellectual Capital 131
Management of Collaborative and Coopetitive Relationships 133
Interorganisational partnership and Intellectual Capital 136
Conclusion 138
Chapter Three: Intellectual Capital: Measurement Models 147
Organisational Performance and Performance Measurement 148
Accounting for Tangible Assets 153
Accounting for Intangible Assets 159
Intellectual Capital Measurement: An Overview 173
Intellectual Capital Measurement: Descriptive Models 175
The Market Capitalisation (MC) Models 178
Tobin’s q 179
Invisible Balance Sheet 181
Market-to-Book Ratio 182
KNOWCORP 184
The Direct Intellectual Capital (DIC) Models 188
Human Resource Costing & Accounting (HRCA) 189
HR Statement 191
Citation-Weighted Patents 193
Technology Broker 196
Accounting for the Future (AFTF) 198
Inclusive Valuation Methodology (IVM) 200
Total Value Creation (TVC) 204
Intellectual Asset Valuation 207
The Value Explorer 209
FiMIAM 212
The Return on Assets (ROA) Models 213
Economic Value Added (EVA) 214
Calculated Intangible Value (CIV) 218
Value Added Intellectual Coefficient (VAIC) 220
Knowledge Capital Earnings 223
The Scorecard (SC) Models 225
Balanced Score Card 226
Holistic Accounts 230
Skandia Navigator 233
Intangible Asset Monitor 238
IC-Index 240
Value Creation Index (VCI) 243
Knowledge Audit Cycle 244
Value Chain Scoreboard 246
Knowledge Assets and Intellectual Capital Framework (OECD) 248
IC Rating 250
Dynamic Valuation of Intellectual Capital (IC-dVAL) 254
Measuring and Accounting Intellectual Capital(MAGIC) 257
Business IQ 258
National Intellectual Capital Index 261
The Visualisation Models (VIS) Models 267
Knowledge Assets Map (KAM) 268
Performance Prism 271
Value+ 274
Strategy Map 275
Value Creation Map 278
Seer Model 280
The Prescriptive Models 281
International Federation of Accountants Guideline 282
Nordika Guideline 284
MERITUM Guideline 285
Italian Guideline 288
Spanish Guideline 291
Danish Guideline 292
German Guideline 295
Japanese Guideline 297
Australian Guideline 298
Austrian Guideline 298
Scottish Guideline 300
Irish Guideline 302
RICARDIS Guideline 304
InCaS Guideline 306
The Knowledge Assets Measurement Models 309
World Bank’s Knowledge Assessment Methodology (KAM) 310
United Nations Economic Commission for Europe (ECE) 312
eEurope National Knowledge Assets Measurement 314
European KM Forum Assessment Model 316
e-Readiness Index 318
Intellectual Capital Tools 319
Celemi`s Tango Tool 320
Bates Gruppen`s Company IQ Measurement System 322
Ericsson’s Cockpit Communicator Tool 324
Conclusion 326
Chapter Four: Intellectual Capital: An Analytical Bibliography 329
Chapter Five: Intellectual Capital: Glossary of Terms 361
Appendices 393
References 400
Index 420
Table of Figures xi
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: Towards a phenomenology of the new business world 9
Businesses of the post-industrial world 15
Doing Business in the Knowledge-Based Economy 17
The Service-oriented economy 20
Mapping the future: higher education and business technology in Iran 21
Chapter Two: Entrepreneurship policies and dynamics of innovation and technology systems 25
A conceptual framework for entrepreneurship 26
Technological entrepreneurship in Iran 36
Chapter Three: Writing a business plan: Step-by-Step planning 41
The Basics of Writing a business plan 42
The Objectivity and Subjectivity of a business idea 43
The Principles of Writing a business plan 45
Why Business Growth Strategies Matter 46
One Page Business Plan 49
The Outline of a business plan 50
Writing an executive summary 51
Business model and philosophy 52
Market analysis: Macro and micro environmental analysis 58
Human resource statement 61
Operational plan 66
Financial plan 68
Visualization Techniques 72
Chapter Four: How to become an incubatee 84
Business incubation: what it is 88
The state of the art of Business Incubation in Iran 90
From Science Parks to Innovation Districts and High-technology Corridors 93
Science and research cities and parks in Iran 97
Incubators and Accelerators in Iran 109
University-based Entrepreneurship Centers in Iran 128
What business to start: Onsite firms in Iranian science parks and incubators 144
Chapter Five: Get help and support for your business 158
Business Support Institutions in Iran 163
Glossary of Terms 236
References 239
Index
Contents
Table of Figures xi
Lists of Tables xii
Foreword xv
Preface xvii
Introduction: Why are e-Resources Important for Information Technology? 1
Enterprise Resource Planning (ERP) 2
Organisational Architecture and Information Technology Planning 11
e-commerce and Online Marketing 19
Software Development 40
Database and Information Management 57
Supply Chain Management (SCM) 76
Software and Hardware 93
Information Technology Engineering 112
Other Generic Resources 118
References 178
Index
Table of Figures xi
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: Evolution of Industrial Engineering 1
Introduction 1
Industrial Engineering: What It Is 2
History of Engineering and Development of Industrial Engineering 3
Frederick Winslow Taylor and Principles of Scientific Management 4
Henry Laurence Gantt and Organising for Work 5
Frank and Lillian Gilbreth, Time and Motion Studies 6
Harrington Emerson and Twelve Principles of Efficiency 7
What Do Industrial Engineers Do? 12
Chapter Two: Why are e-Resources Important for Industrial Engineers? 12
TRIZ: The Theory of Inventive Problem Solving 16
Six Sigma: The Theory of Inventive Problem Solving 20
The Theory of Fuzzy Sets 25
Information Architecture (IA) 28
Quality Management 32
Supply Chain Management (SCM) 36
Economics 40
Information and Communication Technology (ICT) 47
Entrepreneurship 56
Strategic Management 59
Ergonomics and Human Factors 63
Industrial Safety and Occupational Health 67
Standards 69
Maintenance Engineering 73
Operational Research 78
Production Planning 82
Marketing 85
Project Management 92
Transport Engineering and Planning 95
Engineering Management 100
Value Engineering 116
Computer Applications in Industrial Engineering 122
Industrial Technology 131
Risk Management 134
Human Resource Management 141
Productivity Management 144
Accounting and Financial Management 147
Systems Analysis 153
Knowledge Management 161
Statistics and Probability 162
Industrial Planning 168
Other Sources 170
Software and Applications 172
References 187
Index
Table of Figures xi
Lists of Tables xii
Foreword xv
Preface xvii
Chapter One: The Role of Scientific Societies in Higher Education 1
Chapter Two: The Efficient Scientific Socities, Policy Making and Priority Setting: What Constitutes Success? 10
Introduction 11
Multiple Perspectives: What Do Students Do? 13
The Role and Activities of Scientific Societies 18
Legitimising the Science Scientific Societies: The Students` Perspective 22
Do Golden Rules for Engaging Students in Scientific Activities Work? 26
Simple Rules for Forming an Efficient Scientific Society 29
The Challenges Facing Scientific Socities 38
Chapter Two: The Role of University Incubators in Stimulating Students` Scientific Activities: A Case Study from Zanjan Inforamtion and Communication Technology Incubator (FAZ) 2002-2007 44
Zanjan Inforamtion and Communication Technology Incubator: Activities & Programs 46
Hatching Chickens: The FAZ Networking Model 48
Key Learnings from the FAZ Model: The Cybernetic Paradigm 53
Chapter Three: An Actionable Strategy Framework for Scientific Societies 60
References 74
Index