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Intangibles in commercialisation: the case of air navigation services in the South Pacific

Intangibles in commercialisation: the case of air navigation services in the South Pacific Purpose – To demonstrate that different approaches to commercialisation can determine the nature of intangible resources that managers can develop. Design/methodology/approach – A framework linking political strategy, financial capitalisation and business strategy is developed to analyse the management of intellectual capital in the commercialisation of air navigation services in New Zealand and Fiji. Case study evidence is organised as an intellectual capital portfolio and links are drawn to subsequent business outcomes for each organisation. Findings – Explains how key decisions about financial capitalisation and business strategy at the time of commercialisation influence the subsequent management and development of intangible resources in the organisation. Identifies how political assumptions about commercialisation can constrain or enhance subsequent management success in developing intellectual capital to pursue business growth. Research limitations/implications – The interpretations offered, although plausible in the context of the case studies, may not generalise to other situations. Practical implications – Key decision makers need to design commercialisation arrangements that will resource the desired intellectual capital portfolio of the commercialised organisation. Originality/value – The paper provides a framework for establishing a linkage between strategic management decisions and the development of an intellectual capital portfolio in the context of commercialisation. The paper develops the theoretical extent of intellectual capital concepts and provides practical analysis to decision makers contemplating commercialisation issues. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Intellectual Capital Emerald Publishing

Intangibles in commercialisation: the case of air navigation services in the South Pacific

Journal of Intellectual Capital , Volume 6 (1): 17 – Mar 1, 2005

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References (34)

Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
1469-1930
DOI
10.1108/14691930510574672
Publisher site
See Article on Publisher Site

Abstract

Purpose – To demonstrate that different approaches to commercialisation can determine the nature of intangible resources that managers can develop. Design/methodology/approach – A framework linking political strategy, financial capitalisation and business strategy is developed to analyse the management of intellectual capital in the commercialisation of air navigation services in New Zealand and Fiji. Case study evidence is organised as an intellectual capital portfolio and links are drawn to subsequent business outcomes for each organisation. Findings – Explains how key decisions about financial capitalisation and business strategy at the time of commercialisation influence the subsequent management and development of intangible resources in the organisation. Identifies how political assumptions about commercialisation can constrain or enhance subsequent management success in developing intellectual capital to pursue business growth. Research limitations/implications – The interpretations offered, although plausible in the context of the case studies, may not generalise to other situations. Practical implications – Key decision makers need to design commercialisation arrangements that will resource the desired intellectual capital portfolio of the commercialised organisation. Originality/value – The paper provides a framework for establishing a linkage between strategic management decisions and the development of an intellectual capital portfolio in the context of commercialisation. The paper develops the theoretical extent of intellectual capital concepts and provides practical analysis to decision makers contemplating commercialisation issues.

Journal

Journal of Intellectual CapitalEmerald Publishing

Published: Mar 1, 2005

Keywords: Commercial aircraft; Aircraft navigation; Intellectual capital; Intangible assets; Fiji; New Zealand

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