Intellectual capital: Managerial perceptions of organisational knowledge resources

This study addresses the question \u27To what extent does organisational type and managerial role define managers\u27 perception of Intellectual Capital?\u27 Our understanding of the phenomenon of Intellectual Capital is an emerging one. The most recent attempts to describe and define Intellectual Capital identify a dynamic \u27action\u27 perspective as well as a static \u27perception\u27 perspective. Intellectual Capital broadly describes the resources of knowledge available to an organisation, whether embodied in human or non-human forms, and which are capable of being transformed into and codified as productive organisational assets. The emergence, development and application of concepts of Intellectual Capital herald the arrival of the Knowledge Era. The perception of Intellectual Capital as a major organisational resource and the active management of Knowledge Resources of which it is comprised may be strategically important to the continuous generation of organisational growth and comparative advantage. Organisational type as well as managerial function may be crucial to the recognition and management of Intellectual Capital. Two hypotheses were tested using a cross-sectional design. Specifically, the research was directed at five types of senior managers (general manager, finance, human resources, information technology and marketing) in three broad types of Australian organisations: business, government and non-profit organisations. A large sample of executives drawn from a range of organisations were surveyed on their reactions to a range of concepts that, the literature suggests, are associated with the management of Knowledge Resources. To address the \u27perceptual\u27 perspective on Intellectual Capital, it was first speculated that the type of organisation in which a manager is employed (business, government, government business enterprise or non-profit) and/or a managerial role (general manager, finance, human resource, information technology or marketing manager) and/or the interaction between organisational type and managerial role will significantly explain their perception of the financial value of the Knowledge Resources that could comprise the elements of Intellectual Capital. It was established that the effect of managerial role, but not organisational type, on managers\u27 perception of the financial value of Intellectual Capital was significant. To address the \u27action\u27 perspective on Intellectual Capital, it was hypothesised that the type of organisation in which a manager is employed (business, government, government business enterprise or non-profit) and /or managerial role (general manager, finance, human resource, information technology or marketing) and/or the interaction between organisational type and managerial role will significantly explain their active management of the Knowledge Resources identified with the emerging concept of Intellectual Capital. It was found that organisational type, but not managerial role, significantly explains managers\u27 tendency to actively manage Knowledge Resources. Since the commencement of research of this study, in 1996, discussion about Intellectual Capital and the closely associated issue of Knowledge Management has continued unabated. The most recent literature consulted (2000) suggests that these issues continue to mount in their importance and confirm the ascendancy of knowledge as a basic productive resource. However, in the absence of an established, cohesive body of theory and documented experience, widespread \u27real world\u27 experimentation will be required if these issues are to be satisfactorily addressed. If organisations are to more effectively identify, measure and manage their Intellectual Capital, the responsibilities for initiating and executing these tasks will fall upon the managers of organisations. This study has tentatively demonstrated that the perceptions that different types of Australian managers hold of Intellectual Capital lack uniformity and that different types of Australian organisations have yet to develop suitable policies and strategies that would facilitate its management. Unless these factors are addressed, the benefits Australian organisations could obtain from the Knowledge Era may be prejudiced or retarded

Circus

From 1833 when two ropewalkers performed in Sydney, circus skills have provided popular entertainment. By the 1850s thousands watched circus performances outdoors and in purpose-built theatres. The travelling circus was prompted by goldrush crowds far from the cities, and became the default when circus men found it was easier to change audiences than to change repertoires. Sydney seasons were regular annual engagements for many of Australia's circuses well into the twentieth century. Strong links were formed with international performers, and exchanges between the American and Australian circus worlds were frequent

Jugglers, clowns and showmen : the use of accounting information in circus in australia

This paper outlines the use of accounting information in circus in Australia in the approximate period 1847-1963. Responding to the call for a greater focus on the historical narrative in accounting, we have explored the personal experiences of participants in circus in Australia that express, or imply in some way, a financial perspective. The use of accounting information in describing and analysing the; magnitude and nature of capital investments; basis of price determination in relation to revenues and operational costs (including labour); methods of internal control; and the insolvencies of Australian circus enterprises, are among the themes examined. Whilst many Australian circus people possessed only basic levels of education, they did exhibit an intuitive grasp of fundamental accounting principles, albeit in a rudimentary form. Financial and management reporting practises were however typically unsystematic and infrequent in all but the largest circus enterprises, leaving many unable to respond to the changing needs of the social, economic and cultural landscape throughout nineteenth and twentieth century Australia.42 page(s

Juggling the books : the use of accounting information in circus in Australia

This article outlines the role of accounting information in circus in Australia in the approximate period 1847-1963. Responding to the cali for an increased historical narrative in accounting, we have studied the literature, documentation and personal memoirs concerning circus in Australia. From our examination, we have abstracted and analysed material that expresses, or implies, the use of accounting information. Themes identified include the magnitude and nature of capital investments; ticket pricing and revenues; the nature and composition of operational costs; standards of internal control; insolvencies and liquidations. We have established that, despite elementary levels of education, many circus people exhibited an intuitive grasp of fundamental accounting principles, albeit in a rudimentary form. Nevertheless, since financial and management reporting practises were typically unsystematic, and even non-existent, in all but the largest circus enterprises, Australian circus management may not have been optimized.23 page(s