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Authors
Advisor(s)
Abstract(s)
This article outlines an original conceptual framework for the strategic management of
intellectual capital assets in software development companies, interconnected with force
field
analysis
approach. The framework allows assessing the opinions of the managers from
software
companies about the impact of both driving and restraining forces on the pillars
of
intellectual capital.
Considering the capacity to adapt to change as one of the most relevant for the companies
from
knowledge intensive industries, this research uses a sample of 74 software development
companies located in Romania to offer valuable insights on foresight capabilities to
enable
change benefits by managing the driving forces, respectively the restraining forces,
at
the level of IC pillars (human, structural and relational).
The
findings, represented by the average scores per each item embedded in the conceptual
framework, show that the driving forces’ effects, quantified by means of PathMaker
software’s
Force Field Tool, are more significant than the restraining forces to change, in the
case of each IC pillar.
This
paper’s original contribution consists of the explanatory power of the proposed
framework to managers’ needs to find answers in the scientific research community to
their
challenging responsibility to drive change in their organizations through effective IC
management. Furthermore, the article describes how the validation of the results encourages
the implementation of change that aim to create value for the software development
companies.
Description
Keywords
Intellectual capital;Kurt Lewin;Force field analysis;Organizational change;Strategic intelligence;Software industry;Multidimensional scaling
Citation
Capatina, A., et al. Leveraging intellectual capital through Lewin’s force field analysis (the case of software development companies). Journal of Innovation & Knowledge (2016), http://dx.doi.org/10.1016/j.jik.2016.07.001