Measuring Intangible Capital: A Review of Current Practice

This paper examines international practices that measure firm-level investments into intangible capital. The issues motivating the paper are the need for a standardised framework for measuring intangible capital and the possibility for standardised applications of these measures into the future. The paper analyses the differences and problems associated with the properties of the "official" (accounting) and "non-official" measurement approaches. We propose that the way to a standardised, more comparable approach to measuring intangible capital is to employ a back-to-basics "costs" approach which classifies investments in intangible capital as assets based on management intent at the time.     

Some economic aspects of industrial democracy*

Laurence Hunter argues that although there has been some reference to economic questions in the debate on industrial democracy, they have not received the attention that they deserve. Rather than to provide answers, the purpose of his article is to highlight the importance of the questions, in the hope that others might be encouraged to accept the presented challenge.     

How leaders create and use networks

Most people acknowledge that networking-creating a fabric of personal contacts to provide support, feedback, insight, and resources--is an essential activity for an ambitious manager. Indeed, it's a requirement even for those focused simply on doing their current jobs well. For some, this is a distasteful reality. Working through networks, they believe,means relying on "who you know" rather than "what you know"--a hypocritical, possibly unethical, way to get things done. But even people who understand that networking is a legitimate and necessary part of their jobs can be discouraged by the payoff--because they are doing it in too limited a fashion. On the basis of a close study of 30 emerging leaders, the authors outline three distinct forms of networking. Operational networking is geared toward doing one's assigned tasks more effectively. It involves cultivating stronger relationships with colleagues whose membership in the network is clear; their roles define them as stakeholders. Personal networking engages kindred spirits from outside an organization in an individual's efforts to learn and find opportunities for personal advancement. Strategic networking puts the tools of networking in the service of business goals. At this level, a manager creates the kind of network that will help uncover and capitalize on new opportunities for the company. The ability to move to this level of networking turns out to be a key test of leadership. Companies often recognize that networks are valuable, andthey create explicit programs to support them. But typically these programs facilitate only operational networking. Likewise, industry associations provide formal contexts for personal networking. The unfortunate effect is to give managers the impression that they know how to network and are doing so sufficiently. A sidebar notes the implication for companies' leadership development initiatives: that teaching strategic networking skills will serve their aspiring leaders and their business goals well.     

Four Lessons Learned in How to Use Human Resource Analytics to Improve the Effectiveness of Leadership Development

The tools and methodologies being developed in the emerging field of human resource analytics can be used both to measure the impact of your organization's investment in leadership development and, perhaps more importantly, to improve the return on that investment. In particular, analytics can be used to move your organization beyond one‐size‐fits‐all competencies by identifying the unique leadership competencies that drive your organization's business results (sales, profits, and employee turnover). Your employee “engagement survey” is a powerful, but typically underutilized, tool for doing so. By linking it with other, disparate pieces of data (180/360 assessments, Learning Management System (LMS) records, turnover, and financial data), you create the foundation for understanding where leadership competencies explain variation (positive and negative) in your organization's business results. This, in turn, creates a strong evidence base for optimizing your leadership development strategy—and is done so using metrics and analysis, which is the language of CEOs and CFOs.     

Exploring career advantages of highly skilled migrants: a study of Indian academics in the UK

We draw on Bourdieu's theory of practice to examine a group of Indian academics' accounts of their careers in a research-intensive university. Using the concepts of habitus and capital, we argue that international staff are very well placed to craft a career in the increasingly market driven UK academic context, challenging the discourse of disadvantage associated with the careers of international academics as well as other highly skilled migrants. Central in our analysis is the transferability of capitals between different fields and the importance of understanding capital as part of the multiple fields that agents belong to. However, drawing attention to the changing rules of the research-intensive university system, we also suggest that these academics' career trajectory may not continue to yield positive results.     

Managing decision-making with certainty of threat

Several factors, such as emotion and uncertainty of the outcome, influence decision-making. We assessed decision-making during a risky event (natural hazard, focusing here on two types of volcanic threats) by manipulating the certainty of lethal threat in an information campaign. We hypothesized that the reduction of uncertainty of lethal threat in an information campaign would improve behavior through more suitable choices by reducing the use of emotional choices. In the scenario that occurred in a familiar place, participants who received information with uncertainty of lethal threat presented more emotional and comfortable choices, such as staying at home, rather than detached ones, such as leaving the area. These were either appropriate (for volcanic ash cloud) or inappropriate (for pyroclastic flow). The certainty hypothesis was partially validated, as certainty influenced the quality of choice in the scenarios that took place at home. Furthermore, participants in the volcanic disaster context presented less suitable decisions compared to those in the neutral context, which was discussed in terms of the presence of emotions, such as fear of volcanic eruption. Our results highlight the importance of controlling the comforting emotional aspect of the home environment in any information communication.     

To Avenge or Not to Avenge? Exploring the Interactive Effects of Moral Identity and the Negative Reciprocity Norm

Across three studies, the authors examine the interactive effects of moral identity and the negative reciprocity norm in predicting revenge. The general argument is that moral identity provides the motivational impetus for individuals’ responses, whereas the normative framework that people adopt as a basis for guiding moral action (e.g., negative reciprocity norm) influences the direction of the response. Results indicated that moral identity and the negative reciprocity norm significantly interacted to predict revenge. More specifically, the symbolization dimension of moral identity interacted with the negative reciprocity norm to predict revenge when individuals were the targets of mistreatment, whereas the internalization dimension of moral identity interacted with the negative reciprocity norm to predict revenge when individuals were the observers of mistreatment. Theoretical implications related to the differences between the symbolization and internalization dimensions of moral identity, the importance of examining normative frameworks, and the functionality of revenge are discussed.     

(Un)Ethical Leadership and Identity: What Did We Learn and Where Do We Go from Here?

The purpose of this article is to highlight and comment on the key findings emerging from the collective efforts of the special issue on leadership, ethics, and identity. Highlights include definitional advancements, processes comprising ethical leadership, as well as outcomes and moderating factors. In addition, I attempt to synthesize work across authors by identifying common themes as well as conflicting elements in the article. I conclude with a discussion on emerging areas in need of future research investigation in the leadership and ethics arena.