Intangible assets: management and policy
Intellectual Capital analyses for political decision making
University of Turku: Pirjo Ståhle
Along with the recent rise of the Knowledge Economy, intangible issues have become the key bases for value creation. According to recent studies, Finland as a nation has plenty of intellectual potential, but Finnish organizations seem to lack the capacity to leverage this potential for creating value. To help Finnish organizations to improve their capabilities in this context, our project aims to make the intangible success factors of Finnish companies visible with a concrete measurement approach. The project will particularly analyze which intellectual capital categories and management mechanisms are the most effective ones for value creation. The project will compare the Finnish situation to an extensive international dataset – collected in collaboration with international project partners – in order to outline our key national strengths and weaknesses. The project will thereby improve Finnish companies' ability to manage their intellectual capital so that they can create economic value and growth, innovation and well-being with it. It will furthermore produce a set of policy briefs to assist ascertaining that the Finnish innovation system will sustain and develop its international excellence in global competition.
Value Creation and Capture – The Impact of Recycling and Global Dispersion of Intangible Capital (module B)
Etlatieto: Jyrki Ali-Yrkkö
The goal of this research is two-fold: 1) to understand how intellectual capital (IC) is re-used, e.g., after corporate failure, and 2) to find out to what extent firms' intangible assets and value capture have globalized. The first part addresses a perpetual cycle of creative destruction and re-emergence of corporate IC where IC is reused and integrated with other IC sources to capture value. The 2nd part tracks the globalization of Finnish corporate intangible assets, and assesses whether its geographic distribution coincides with that of profit generation and risks. The proposed project has a very strong international dimension with numerous international partners.
Management of intellectual capital – discontinuous innovation approach
Aalto University: Pekka Berg
Management of Intangibles – Discontinuous Innovation Approach (MAIN) is a research project conducted by Innovation Management Institute IMI from Aalto University School of Science. The project is based on strong collaboration with companies and international research groups. It examines the management of intangible assets from the standpoints of innovation processes and innovation policy. The studied forms of intangible assets cover the internal and external innovation structures of firms, such as processes, learning, capabilities, network relations and roles. The project concentrates on control and management methods which aim to systematically utilize intangible assets in developing radical and discontinuous innovations. It also discusses the challenges and requirements for innovation policy in promoting the development of radical and discontinuous innovations.
Open innovation on the borderline of university-enterprise cooperation
VTT, Lappeenranta University of Technology, University of Helsinki, University of Turku: Janne Lehenkari
The Open-UNIC research project advances research on open innovation as a new source of value creation in the collaboration between Finnish universities and enterprises. The study focuses on the role of universities as utilisers of unused intangible assets of firms – patents and ideas – in organized and managed research and student projects. Research work consists of a) a survey that presents the status quo of current activities, b) project-level case studies and c) policy workshops that assure relevance of research. As a result, a Finnish handbook of open innovation is prepared for practitioners and policy guidance.
Global Time – well-being and innovativeness in global work
Aalto University: Matti Vartiainen
In this project we will study how demands set by time differences (e.g. having to extend working hours to enable synchronous work) affect well-being and innovativeness in globally distributed teamwork. We complement the intellectual capital (or intangible assets) research tradition with organizational psychology theories in a novel manner. The multi-method analysis of exceptionally rich data on global work demands, resources, well-being effects and innovativeness enables us to produce and test guidelines and policies that support sustainable and innovative global teamwork.