Intellectual capital as a strategic performance of the organization

Sa globalizacijom meĊunarodnog poslovanja i upravljanje intelektualnim kapitalom dobija sve više na znaĉaju. Danas preovlaĊuje shvatanje da je efektivan menadţment intelektualnim kapitalom kljuĉ uspeha organizacija. Kljuĉni resurs i baza poslovanja savremene organizacije postaje intelektualni kapital. Poĉetkom devedesetih godina dvadesetog veka koncept intelektualnog kapitala dobija na znaĉaju. Prouĉavanjem ovog koncepta raste znaĉajno povećanje trţišne vrednosti organizacije u odnosu na njenu knjigovodstvenu vrednost. Za razliku od opipljive imovine ĉija vrednost upotrebom opada tokom vremenskog perioda, pravilnom upotrebom intelektualnog kapitala povećava se vrednost organizacije. Od menadţmenta se oĉekuje da u uslovima drastiĉnih promena u okruţenju pokuša da uoĉi i iskoristi šanse i prednosti, a slabosti minimizira ili otkloni. Jedino na pomenuti naĉin dolazi do rasta i razvoja organizacije. Intelektualni kapital ima operativni i strategijski znaĉaj za organizaciju. Danas, organizacije pokazuju sve veće interesovanje za upravljanje intelektualnim kapitalom. Intelektualni kapital kao vrstu nematerijalne imovine ĉine ljudski kapital, strukturni i relacioni kapital. Pod intelektualnim kapitalom ne podrazumeva se samo znanje s kojim organizacija raspolaţe, već i kompetencije zaposlenih, kao i organizaciona struktura, poslovni procesi, intelektualna svojina, korporativna kultura. Resursi, kako unutar organizacije, tako i eksterni resursi (odnosi sa kupcima, dobavljaĉima, distributerima, kao i drugim stejkholderima) isto su veoma vaţni. Intelektualni kapital sadrţi one faktore koji nisu obuhvaćeni u zvaniĉnim finansijskim izveštajima, ali su od vaţnosti za stvaranje vrednosti organizacije. Pravilnom upotrebom intelektualnog kapitala povećava se vrednost organizacije.With globalization of international operation, intellectual capital management becomes more and more important as well. Nowadays, belief that the effective management of intellectual capital is a key to the success of organizations is prevailing. Intellectual capital becomes a key resource and a base of operations of a modern organization. In the early twenties of the last century, the concept of intellectual capital gained in importance. By studying this concept the market value of the organization is growing significantly in comparison to its book value. Unlike tangible assets whose value decreases by usage over time, proper use of intellectual capital increases the value of the organization. The management is expected that in the conditions of drastic changes in the environment tries to identify and use opportunities and strengths, and minimize or eliminate the weaknesses. Only in such a way, there comes the growth and development of the organization. Intellectual capital has the operational and strategic significance for the organization. Today, organizations are showing more and more interest in intellectual capital management. Intellectual capital as a type of intangible assets comprises of human capital, structural and relational capital. The intellectual capital does not involve only the knowledge available in the organization, but also the competences of the staff, as well as organizational structure, business processes, intellectual property, corporate culture. Resources, both internal and external resources (relations with customers, suppliers, distributors, and other stakeholders) are also very important. Intellectual capital includes those factors that are not included in the official financial statements, but are important for the creation of organizational values

Establishing a system for intellectual capital measuring and reporting

The strategy of modern companies is shifting from the competitive positioning of the industrial structure to the business processes and internal factors that are specific to the company itself, such as different training and knowledge of employees, business culture, know-how, innovation learning skills, organizational climate, administrative skills, reputation. Unlike the previous period, in which the creation of values was directly dependent on the financial and available quantity of physical assets, while now in the era of knowledge, the emphasis is on the quality of knowledge and skills that will be incorporated into the final effects. This paper highlights the importance of intellectual capital for the company in contemporary conditions, its structure, its measurement. The focus is on processes and a model is shown -indicating the steps to be taken during the measurement of intellectual capital. A model of reporting on intellectual capital was also proposed

Intellectual capital as a strategic performance of the organization

Sa globalizacijom meĊunarodnog poslovanja i upravljanje intelektualnim kapitalom dobija sve više na znaĉaju. Danas preovlaĊuje shvatanje da je efektivan menadţment intelektualnim kapitalom kljuĉ uspeha organizacija. Kljuĉni resurs i baza poslovanja savremene organizacije postaje intelektualni kapital. Poĉetkom devedesetih godina dvadesetog veka koncept intelektualnog kapitala dobija na znaĉaju. Prouĉavanjem ovog koncepta raste znaĉajno povećanje trţišne vrednosti organizacije u odnosu na njenu knjigovodstvenu vrednost. Za razliku od opipljive imovine ĉija vrednost upotrebom opada tokom vremenskog perioda, pravilnom upotrebom intelektualnog kapitala povećava se vrednost organizacije. Od menadţmenta se oĉekuje da u uslovima drastiĉnih promena u okruţenju pokuša da uoĉi i iskoristi šanse i prednosti, a slabosti minimizira ili otkloni. Jedino na pomenuti naĉin dolazi do rasta i razvoja organizacije. Intelektualni kapital ima operativni i strategijski znaĉaj za organizaciju. Danas, organizacije pokazuju sve veće interesovanje za upravljanje intelektualnim kapitalom. Intelektualni kapital kao vrstu nematerijalne imovine ĉine ljudski kapital, strukturni i relacioni kapital. Pod intelektualnim kapitalom ne podrazumeva se samo znanje s kojim organizacija raspolaţe, već i kompetencije zaposlenih, kao i organizaciona struktura, poslovni procesi, intelektualna svojina, korporativna kultura. Resursi, kako unutar organizacije, tako i eksterni resursi (odnosi sa kupcima, dobavljaĉima, distributerima, kao i drugim stejkholderima) isto su veoma vaţni. Intelektualni kapital sadrţi one faktore koji nisu obuhvaćeni u zvaniĉnim finansijskim izveštajima, ali su od vaţnosti za stvaranje vrednosti organizacije. Pravilnom upotrebom intelektualnog kapitala povećava se vrednost organizacije.With globalization of international operation, intellectual capital management becomes more and more important as well. Nowadays, belief that the effective management of intellectual capital is a key to the success of organizations is prevailing. Intellectual capital becomes a key resource and a base of operations of a modern organization. In the early twenties of the last century, the concept of intellectual capital gained in importance. By studying this concept the market value of the organization is growing significantly in comparison to its book value. Unlike tangible assets whose value decreases by usage over time, proper use of intellectual capital increases the value of the organization. The management is expected that in the conditions of drastic changes in the environment tries to identify and use opportunities and strengths, and minimize or eliminate the weaknesses. Only in such a way, there comes the growth and development of the organization. Intellectual capital has the operational and strategic significance for the organization. Today, organizations are showing more and more interest in intellectual capital management. Intellectual capital as a type of intangible assets comprises of human capital, structural and relational capital. The intellectual capital does not involve only the knowledge available in the organization, but also the competences of the staff, as well as organizational structure, business processes, intellectual property, corporate culture. Resources, both internal and external resources (relations with customers, suppliers, distributors, and other stakeholders) are also very important. Intellectual capital includes those factors that are not included in the official financial statements, but are important for the creation of organizational values

A Statistical Approach to Evaluating Bank Productivity

Since 2001, when a new cycle in the process of economic transition was vigorously launched in the country, the Serbian banking sector has incurred deep changes. This issue has acutely affected the banking sector in Serbia proper, directly influencing its performance and efficiency. This paper deals with the application of a new statistical approach – the I-distance method - in measuring the financial performance of banks that do business in Serbia in order to determine their productivity level, thus stressing the performance of banks from the perspective of productivity. Additionally, this point of view is essential for projecting productivity in evaluating overall bank operation efficiency

From Knowledge to Innovation and Back: Empirical Testing of Knowledge-Intensive Industries in Serbia

Objective: In the technology and knowledge intensive industries, innovation and knowledge use are key elements for competitiveness. Organisations are oriented towards increasing their potential for exploiting innovation and developing knowledge base internally through various techniques employed. This research aims at analysing the relationship between the dynamics of knowledge use and innovation efforts of organisations. Research Design & Methods: The methodology included quantitative and qualitative research method based on a survey, while the data of this research were analysed with the application of descriptive statistical method (variance). Findings: The results of the study suggest that realised innovation correlates with the use of knowledge in organisations and that an increase in research and development activities, as well as in patented and non-patented products or services will likely lead to an increase in the volume of internal knowledge use by employees. Implications & Recommendations: The results of this research can be useful for researchers and practitioners in technology and knowledge intensive industries. The findings can be used as a basis for adjusting organisational policies towards developing competitiveness based on the enhancement of the use of existing knowledge and by developing innovation strength. Contribution & Value Added: This paper is a valuable contribution to research fields of organisational management, innovation management, knowledge management, absorptive capacity, and especially innovation management

Measuring the Productivity of Serbian Banks Using Malmquist Index

This paper evaluates the scale of productivity change of the Bank of Serbia over the period 2007- 2010. In this research the emphasis is put on measuring the productivity based on information from the financial statements using Data Envelopment Analysis (DEA) method and Malmquist index to estimate the individual bank efficiency and productivity changes within this period. The Malmquist productivity indices have been decomposed into technical changes of efficiency index and index of technology changes. DEA is an increasingly popular management tool. It is widely known what represents an input and what is output in banking operations, but for an adequate analysis of the efficiency or the productivity of banks it is essential to choose the right combination of inputs and outputs of the bank. In relevant academic literature various combinations of inputsand outputs could be seen for measuring the efficiency and productivity of banks. This paper shows the productivity decrease of the banking sector

Social Media as a Database to Plan Tourism Development: “Venac” Historic Core in Sombor, Serbia

One of the most significant novelties in urban planning last decades has been the inclusion of ICT tools. The most common approach is to form geographical and territorial information systems (GIS and TIS) to create, monitor and visualise urban plans. However, accurate statistical data is necessary in this process, which can be a challenge for the sectors with fast development, such as a tourism. It exemplifies a fast developing, unconventional and often hard-to-control sector. Official statistical data for tourism quickly become outdated for urban planning. In the other side, tourism has vibrant social-media coverage and rich available e-data shared through it. Although such e-data can be found everywhere today, it is still new for formal documents like urban plans. The core aim of this research is to show how the e-data in social media can be utilised to analyse city space for a new urban plan. The case in the research in the “Venac” Historic Core of Sombor. Despite being the best-preserved medium-sized city in Serbia, Sombor peripheral location in the country hindered its development. Nevertheless, the recent rise of cultural tourism means that Sombor has been rediscovered for tourists. The city authorities recently initiated a new urban plan for the regeneration of “Venac” Area, where local experts and the team from the Faculty of Architecture in Belgrade worked together with e-data from online social media to address the recent tourism development in planning measures. This research analyses four locally popular social media applications: Instagram, Google Maps, Google reviews, and Snapchat.LINK: https://link.springer.com/chapter/10.1007/978-3-031-54096-7_22#citea

Green urban policies –the case of Belgrade [Tenth International Landscape Architecture Exhibition]

Рад студената мастер програма је био усмерен на боље разумевање теме ''политике, као намере да се нешто заиста учини'', и као део савремених напора на пољу повезивања и планирања са реалним изворима финансирања, који су утврђени мерама, како УН и ЕУ политика (Париски договор, Циљеви одрживог развоја, Нова ЕУ Кохезиона политика 2021-27, Зелени договор за Западни Балкан), националним и локалним политикама урбаног развоја (Стратегија развоја Града Београда, Стратегија пошумљавања Града Београда, План одрживе урбане мобилности, Акциони план за одрживу енергију и климу за Град Београд, Акциони план за зелени град). Фокус је био на пројектима које Град реализује у сарадњи са међународним програмима и банкама, уз подршку националних институција, градске управе, организација и установа, невладиних организација. Приказ мапираних пројеката није коначан. У питању је модел за приказивање, праћење реализације и евалуацију пројеката од значаја за урбани развој урбаних насеља. Анализа указује на значајан број реализованих пројеката у домену Зелене агенде - заштите животне средине и климатских промена.The work of the master's students was aimed at better understanding the topic of "policy as an intention to actually do something", as part of contemporary efforts to connect planning with real sources of funding outlined in UN and EU policy (Paris Agreement, Sustainable Development Goals, New EU Cohesion Policy 2021-27, Green Deal for the Western Balkans), as well as national and local urban development policies (Development Strategy of the City of Belgrade, Afforestation Strategy of the City of Belgrade, Sustainable Urban Mobility Plan, Action Plan for Sustainable Energy and Climate for the City of Belgrade, Action Plan for a Green City). The focus was on projects that the city implements through cooperation with international programs and banks, with the support of national institutions, city administration, organizations and institutions, and non- governmental organizations. The display of mapped projects is not final, and it represents a model for presenting, monitoring the implementation and evaluating projects of importance for the urban development of urban settlements. The analysis indicates a significant number of implemented projects in the field of the Green Agenda - environmental protection and climate change