Application of IC-models in a combined public-private sector setting for regional innovation in Slovakia

Published date10 July 2017
Pages588-606
DOIhttps://doi.org/10.1108/JIC-11-2016-0110
Date10 July 2017
AuthorRoswitha Wiedenhofer,Christian Friedl,Lubomir Billy,Daniela Olejarova
Subject MatterInformation & knowledge management,Knowledge management,HR & organizational behaviour,Organizational structure/dynamics,Accounting & Finance,Accounting/accountancy,Behavioural accounting
Application of IC-models in a
combined public-private
sector setting for regional
innovation in Slovakia
Roswitha Wiedenhofer and Christian Friedl
FH Joanneum University of Applied Sciences, Graz, Austria, and
Lubomir Billy and Daniela Olejarova
Centire s.r.o., Bratislava, Slovakia
Abstract
Purpose The purpose of this paper is to support the competitiveness and knowledge-based economic
growth of the Slovak region of Košice and its stakeholders; suitable intellectual capital (IC) methodologies
were selected and applied. This approach responds to a weak innovation performance of Slovakia in general
and a weak connection of the Slovak labour market and vocational training system.
Design/methodology/approach The methodological backboneis given by IC reporting (ICR). The two
ICR models the Austrian University model and the German Alwertmodel were selected and transferred
to higher educational institutions (HEI) and companies in Košice. The knowledge transfer was accomplished
by implementation of on-site trainings with different groups of stakeholders, supported by e-learning. Several
accompanying in-depth interviews with Austrian stakeholders were conducted to derive recommendations
for ICR implementation in the Slovak public sector.
Findings Beyond knowledge transfer, a shared understanding of the importance of IC management and
common IC languagebetween different stakeholders of the regional innovation system could be developed.
Further, several recommendations for a sound development of an IC governance tool for HEI were elaborated.
Practical implications The knowledge transfer and practical implementation of this Slovak case were
successful. Requests for follow-up initiatives, invitations for conferences, development of projects including
ICR elements prove this valuation.
Originality/value A methodological innovation was accomplished by adapting a set of innovation key
driversas structuralbase for the developmentof the regionalinnovation functionand interactionof stakeholders.
Keywords Public sector, Higher education, Intellectual capital, Intellectual capital reporting,
Regional innovation policy, Smart specialisation strategy
Paper type Case study
1. Introduction
Since the early efforts at the end of the 1990s intellectual capital (IC) as the resource for the
knowledge economy has gained increasing attention in almost all business functions private
as well as public, for profit and not-for-profit. Diverse IC models, semantic ontologies, areas of
application in numerous organisations, networks, regions, implementations studies and IC
reports (ICR) testify the importance and methodological supremacy of a holistic, knowledge
oriented resource perspective throughout Europe and beyond. As a common base for all these
endeavours the focus is laid on the proper selection, description, assessment and governance of
knowledge assets within and beyond organisational system boundaries. Organisational
performance and competitiveness in a knowledge-driven economy are the all-dominant
motivators and keywords of huge bodies of literature.
Journal of Intellectual Capital
Vol. 18 No. 3, 2017
pp. 588-606
Emerald Publishing Limited
1469-1930
DOI 10.1108/JIC-11-2016-0110
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/1469-1930.htm
© FH Joanneum, University of Applied Sciences, Graz. The paper is based on the analysis and selected
results of the EU-project Leverage knowledge for sustainable innovation and growth(LEGEND)
from 11/2013 10/2015, co-funded by the European Commission in course of the Lifelong Learning
Programme (Leonardo da Vinci, project number: 2013-1-SK1-LEO05-06361, project website: http://
project-legend.eu).
588
JIC
18,3
The tight proximity of terms and underlying concepts of the acquisition and proper
management of knowledge, innovation and finally economic competitiveness also implies
the necessity of interdisciplinary approaches and models. Inputs from business
and management studies, macroeconomics, system theory, economic geography, even
educational studies and political sciences can be found within existing theoretical
frameworks. For a detailed report of the last 15 years research and application, please
refer to Dumay (2014).
1.1 Smart specialisation of regions as the matchmaking framework of a combined focus
on organisational and regional knowledge-based competitiveness
Beyond the organisational perspective, the regional perspective on economic
competitiveness has been and still is in a renewed modelled portrayal the focal point
of regional development and innovation policies. The definition of a competitive region is
tightly coupled with the attraction and retention of successful firms and skilled labour force
and corresponding standards of living for its inhabitants (OECD, 2015). A reason for
enhanced competitiveness is besides others given by the responsiveness to the adoption
of new technologies and innovation abilities. But whereas in the past a major policy focus
was laid on the attraction of internationally competitive companies, a recent concept trusts
in the smart specialisationof regions leading to innovation-driven growth. This concept is
based on the assumption that public resources in knowledge investments should be
concentrated on particular activities in order to strengthen comparative advantage in
existing or new areas (OECD, 2013). Through an interactive process of entrepreneurial
discoveryregional entrepreneurs should identify their knowledge-based strength and
discover and produce information on areas with high-economic potential. Thus, this
approach to regional development also implies an enhanced focus on the competitiveness of
domestic firms, on regional knowledge-based assets, both public (e.g. education, public
research) as well as private, and finally a high level of interregional cooperation of
stakeholders and governance. The actuality and relevance of this policy approach is also
underpinned by the fact, that the definition of such smart specialisation strategies
in European regions serves as ex-ante conditionalityfor the regional acquisition of
European regional development funds (OECD, 2013, p. 11).
1.2 Initial situation and motivation for a combined public-private sector setting within a
EU-project
In 2013 a Slovakian consortium started to plan an initiative to develop the innovation
abilities of companies within a regional IT cluster embedded in the Košice region. Slovakia
generally lags behind other European countries in terms of the knowledge economy
implementation and ranks among the countries with the weakest innovative performance
(NADSE Research). Despite a National Innovation Strategy (2007-2013), Slovakia even fell
back from the group of innovation-driven economies(in 2012, rank 71 from 148) to the
group of transition economiesin 2013 (rank 78) as shown by the Global Competitiveness
Index (Schwab, 2013).
The growing competition of countries with cheap labour quickly devalues the temporary
competitive advantage of low taxes and wages, which had been valid for Slovakia till the recent
past. Based on this situation, Slovakias future focus has to be on knowledge-based resources,
such as growing innovation potential of enterprises, the qualification of human resources or
research and technology, which are considered the key factors of European competitiveness.
Slovak companies lack key abilities in innovation, which is also due to a lack of their IC,
such as creative and highly qualified human capital, effective internal processes, external
(international)relationships andthe ability to manage them effectively.This is documented by
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Application of
IC-models

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