Industry 4.0 provides new paradigms for the industrial management of SMEs. Supported by a growing number of new technologies, this concept appears more flexible and less expensive than traditional ...

The industrial management of SMEs in the era of Industry 4.0

People in an organization constitute an important and essential asset which tremendously contributes to development and growth of that company by the help of their collective attitudes, skills and abilities. This is why the human capital (HC) can be considered the most important sub-dimension of the intellectual capital. Since you cannot manage what you cannot control, and you cannot control what you do not measure, the measurement of HC is a very important issue. This study aims at defining a methodology to improve the quality of prioritization of HC measurement indicators under fuzziness. To do so, a methodology based on the extent fuzzy analytic hierarchy process (AHP) is proposed. Within the model, five main attributes; talent, strategical integration, cultural relevance, knowledge management, and leadership; their sub-attributes, and 20 indicators are defined. The proposed model can be used for any country. However, the results obtained in the numerical example reflect the situation of HC in Turkey, since the experts are asked to make their evaluations considering the cultural characteristics of Turkey. The results of the study indicate that ''creating results by using knowledge'', ''employees' skills index'', ''sharing and reporting knowledge'', and ''succession rate of training programs'' are the four most important measurement indicators for the HC in Turkey.

Prioritization of human capital measurement indicators using fuzzy AHP

List of Acronyms and Abbreviations List of Figures, Tables and Boxes Preface About the Contributors Part 1: Introduction 1. The Ecological Challenge in Organization Theory and Organizational Behaviour Ralph Meirna and Richard Welford Part 2: Framing the Organizational Dimensions of the Natural Environment 2. Defining the Problem: Diagnostic 'Tools' to Explore the Evolution of Unsustainable Practices in Organizations Tony Ernerson and Richard Welford 3. The Challenge of Ecological Logic: Explaining Distinctive Organizational Phenomena in Corporate Environmental Management Ralph Meima 4. Power, Organizational Culture and Ecological Abuse Tony Ernerson and Richard Welford Part 3: Developing Strategies for Managerial Action 5. Developing an Environmental Culture Through Organizational Change and Learning Minna Halrne 6. Reassessing Culture and Strategy: Environmental Improvement, Structure, Leadership and Control John Dodge 7. Culture Change, Pluralism and Participation David Jones and Richard Welford 8. Human Resource Management, Strategic Organizational Capabilities and Sustainable Development Tony Ernerson, Rdph Meimu, Romney Tansley and Richard Welford References Index

Culture and organizations

Examining cloud computing adoption intention, pricing mechanism, and deployment model

The performance of economic entities has been a research matter even in the ancient world. The human “genius” has been recognized as a vehicle for certain valuable capabilities and as the critical enabler of transforming processes. But it has not been considered as an intellectual capitalizator or intellectual asset. This has happened recently in the promising field of intellectual capital and its related philosophy of knowledge management, although the related research status quo is still in its infancy. Applies the VAICTM method in order to analyze the data of Japanese banks for the financial period 1 April 2000‐31 March 2001. Analyzes the intellectual or human (HC) and physical capital (CA) of the Japanese banking sector and discusses their impact on the banks’ value‐based performance. Focuses on the actual status of HC and CA capital and its predictive, discriminative and integrative impact on the “intellectual” added value‐based performance situation. Confirms the existence of significant performance...

The intellectual capital performance of the Japanese banking sector

The usage and adoption of cloud computing by small and medium businesses

Claims the greatest challenge facing the accounting profession is understanding the huge difference between its balance sheet and market valuation. This gap represents the core value of the company – its intellectual capital represented by brands, products, competitive advantage, patents, trade marks, customer relationships, R&D, human capital etc. The present financial accounting framework is criticised, especially in the USA and Europe, as inadequate and failing to communicate the most important assets and resources of today’s business, known as intangible assets or intellectual capital. As a result, there is a huge value gap and distortions between a business entity value as reported in the financial statements with the value put by investors on the stock market or even in merger and acquisitions cases. In the new knowledge economy (k‐economy), knowledge rather than physical assets drives innovations, revenue and profits growth, and nurtures new competitive advantages. Looks at the challenges encountered by accounting and where it is heading in the k‐economy environment.

Intellectual capital accounting and reporting in the knowledge economy

Towards a circular economy: An emerging economies context

With the development of computerization and networking capabilities, there is a significantly enhanced opportunity for sharing information and knowledge world‐wide. For an organization to survive in these turbulent times, there is a great need for its continuous renewal through the introduction of new, innovative products and processes that are based on new knowledge. As a result, the management and measurement of intellectual capital have attracted a lot of attention in recent years both in the media and from academia. This paper assesses different methodologies of intellectual capital measurements, both from a macro valuation standpoint and from the operating perspective. Valuation metrics are suggested and it demonstrates how it is applied to a cross‐section of firms. The paper also shows that there is no conceptual framework commonly accepted and there is a considerable lack of consistency both inter‐country and intra‐country. This paper has taken three firms from distinct industries and has applied human, relational or structural capital metrics depending on which is the most relevant.

Comparative justification on intellectual capital

The past decade has seen many firms focusing on Total Quality Management (TQM) as a means of improving profits, market share and competitiveness. Although TQM is a proven approach for success in manufacturing, services and the public sector, several organizations failed in their campaigns because of many reasons like lack of top management commitment, ignoring customers etc. This paper presents a study on certain specific factors that impact the success of the TQM implementation purely based on the secondary research. The research points out that, though most organizations start TQM efforts for their success, they are frequently exposed to the factors which may cause their TQM efforts to delay or even fail. TQM is a sure bet to reverse poor performance, but when it did not yield the expected results, it was deemed a failure. The review has been done to identify the common problems that lead to the failure of TQM implementation in the organization and has pointed out the critical success factors of TQM. Nevertheless, the overall results of this research imply that the understanding of the elements that cause failure to the TQM implementation can provide needed help for companies involved in long-term continuous improvement efforts. If the advanced TQM approach is properly followed, it will help the companies to achieve organizational excellence.

A. Seetharaman

Papers

The usage and adoption of cloud computing by small and medium businesses

Intellectual capital accounting and reporting in the knowledge economy

Towards a circular economy: An emerging economies context

Comparative justification on intellectual capital

Critical Success Factors of Total Quality Management