Using an intellectual capital perspective to design and implement a growth strategy:: the case of APiON

By Joe Peppard, Anna Rylander. 2001

123 citations recorded by the source corpus.

Subfields: Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9a561c75385cd3dc63783df1aac5ec7fac12505b

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Citations in the corpus

The strategic importance of intellectual capital in the non‐profit sector (2007, background): “Thus, IC is often characterised by “increasing returns” (Peppard and Rylander, 2001, p. 515); that is, value generated increases per incremental unit of investment.”
Constructing a definition for intangibles using the resource based view of the firm (2007, background): “This might not happen directly, but within interactions of assets and capabilities, where the latter transform the former into outputs of increased value (Wade and Hulland, 2004; Peppard and Rylander, 2001; Rylander et al., 2000).”
Invested resource, competitive intellectual capital, and corporate performance (2010, background): “It was developed by Morgan Stanley Capital International (MSCI).”
Why do firms measure their intellectual capital (2003, background): “…is the case of telecommunications software company APiON which documents how the company developed and implemented a growth strategy that allowed it to realize a dramatic increase in shareholder value through proactively focusing on harnessing its IC resources (Peppard and Rylander, 2001).”
An intellectual capital perspective of human resource strategies and practices (2009, background): “As the findings revealed from the analysis are representative for the current state and progress of the field, this study provides a holistic overview of the strategic links between the three concepts to strategy scholars and HRM practitioners.”
Intellectual Capital and Corporate Value in an Emerging Economy: Empirical Study of Taiwanese Manufacturers (2005, unknown): “These methods focus mainly on measuring rather than creating corporate value, and they share a common weakness in failing to clarify how an organization should mobilize resources to increase corporate value (Peppard and Rylander, 2001a).”
Intellectual capital‐in‐action and value creation: A case study of knowledge transformations in an innovation project (2005, unknown): “A perspective on IC-in-action is required (Peppard and Rylander, 2001).”