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Intangible asset management framework for long‐term financial performance

Intangible asset management framework for long‐term financial performance Purpose – This paper aims to propose a framework for intangible asset management in business and industrial organizations. The proposed framework is applied to a case example company in the Stock Exchange of Thailand. Design/methodology/approach – The proposed framework refines the strategy map concept in the balanced scorecard approach for use in intangible asset management. There are two phases, the top‐down phase involving a four‐step intangible asset identification process and the bottom‐up phase establishing the cause‐effect relationships between the intangible assets of the various functional departments in the organization and its financial performance. Findings – Intangible assets belong to different functional departments. They must be carefully monitored and properly nurtured by the organization. Intangible assets depend not only on the type of functional departments but also the type of industries. To be competitive in today's knowledge economy, it is vital for business and industry to identify and locate the intangible assets in their functional departments and then establish how they contribute to the financial performance of the organization. Originality/value – Understanding of the framework will lead to tangible benefits and competitive advantage once the intangible assets are brought under control, properly managed, and suitably funded. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Management & Data Systems Emerald Publishing

Intangible asset management framework for long‐term financial performance

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0263-5577
DOI
10.1108/02635570810884021
Publisher site
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Abstract

Purpose – This paper aims to propose a framework for intangible asset management in business and industrial organizations. The proposed framework is applied to a case example company in the Stock Exchange of Thailand. Design/methodology/approach – The proposed framework refines the strategy map concept in the balanced scorecard approach for use in intangible asset management. There are two phases, the top‐down phase involving a four‐step intangible asset identification process and the bottom‐up phase establishing the cause‐effect relationships between the intangible assets of the various functional departments in the organization and its financial performance. Findings – Intangible assets belong to different functional departments. They must be carefully monitored and properly nurtured by the organization. Intangible assets depend not only on the type of functional departments but also the type of industries. To be competitive in today's knowledge economy, it is vital for business and industry to identify and locate the intangible assets in their functional departments and then establish how they contribute to the financial performance of the organization. Originality/value – Understanding of the framework will lead to tangible benefits and competitive advantage once the intangible assets are brought under control, properly managed, and suitably funded.

Journal

Industrial Management & Data Systems – Emerald Publishing

Published: Jun 27, 2008

Keywords: Assets management; Balanced scorecard; Thailand; Intangible assets; Financial performance

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