Intellectual capital management and stakeholder engagement: the Istituto Nazionale Tumori case study

The relationship between stakeholder engagement and intellectual capital management has been largely consolidated both by theoretical and empirical research. However, the definition of intellectual capital (IC) and the related metrics have not yet achieved solid and shared consensus in the knowledge measurement and knowledge management literature. Different models for IC measurement – introduced and discussed by academic scholars in recent decades – often do not adequately treat the transformation of IC metrics into an effective strategic management tool. The aims of this paper are twofold. The first is to review the literature on IC measurement models. The second aim is to adopt a systemic approach – the Viable System Approach – in order to overcome the limitations faced by management when adopting previous IC measurement models. The Viable System view provides some advantages both to IC measurement and to the IC management perspective: - the development of a synthetic indicator – the IC fitness indicator – of the performances of the three IC components (human, structural, and relational capital); - the analysis of the systemic relationships and the “synergetic effects” among IC, tangible and capital resources in overall firm performance; - a concern with stakeholder engagement due to the environmental linkages the system performs. The theoretical analysis of the systemic IC metrics will be tested by an empirical case study of a knowledge-intensive organization, in order to outline favourable results and future research directions