The dynamics of value creation: mapping your intellectual performance drivers

By Bernard Marr, Giovanni Schiuma, Andy Neely. 2004

395 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/00af88884516e7fd6097361d1d52f444afdcf776

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In Strategy and Management

Citations in the corpus

Intellectual capital, management accounting practices and corporate performance : perceptions of managers (2007, background): “Intellectual capital resources are often context specific, idiosyncratic and interconnected ( Marr et al. , 2004”
The performance of intellectual capital: Mobilising relationships between intellectual and financial capital in a bank (2011, methodology): “Marr et al. (2004) used a new form of strategy map to visualise how elements of intellectual capital interact to create value by illustrating how intangible AAAJ 24,5 626 assets are converted to tangible outcomes.”
Does measuring intangibles for management purposes improve performance? A review of the evidence (2008, background): “…and economic results, explicit causal business models are claimed to improve communication of strategic goals, increase the focus on intangible assets, improve performance measure choices and decision-making, and enhance performance evaluation (e.g. Kaplan and Norton, 2004; Marr et al., 2004).”
Intellectual capital, knowledge management practices and firm performance (2017, background): “According to the literature, IC dimensions tend to create value especially when they are combined together (e.g. Bontis, 1998; Roos et al., 2001; Marr et al., 2004).”
Effectiveness of Performance Management System for Employee Performance Through Engagement (2020, background): “PMSF was the extent to which all these practices were perceived just and equitable by the employees (Becker & Gerhart, 1996; Marr et al., 2004; Stokes, 2000).”
What do we really mean by the dynamic dimension of intellectual capital (2007, methodology): “The main goal of this approach to dynamic IC is to provide organisation-specific information concerning which resources are the most important drivers of performance, and thereby to improve organisational decision making (Marr et al., 2004).”
Intellectual capital‐in‐action and value creation: A case study of knowledge transformations in an innovation project (2005, methodology): “Despite this, little empirical work has followed (for examples, see Peppard and Rylander, 2001; Skoog, 2003; Fernstrom et al., 2004; Marr et al., 2004).”
The influence of intellectual capital on organizational performance—Knowledge management as moderator (2011, background): “Companies need to possess intellectual capital that can enable them to compete successfully in the global market ( Marr et al., 2004; Mavridis, 2005; Stahle & Hong, 2002).”