STAKEHOLDER ANLYSIS OF PERFORMANCE VALUES : INTELLECTUAL CAPITAL IN THE THIRD SECTOR By Professor

This paper reports findings from a research project investigating the perception of performance values of a major non-profit organisation, the Australian Red Cross Blood Service (ARCBS). Performance value includes the both tangible and intangible contributors to an organisation's value base. The project identified key elements within this organisation that indicate how intellectual capital (IC) is manifested as well as the applicability of third sector IC to other organisations in the corporate and public sectors. The project is contextualised within broader interaction between business and government in ‘new’ economies, where there is a focus on the knowledge resources of an organisation and the various ways of identifying, measuring and reporting intangible assets within organisations (Guthrie, 2001; Bontis et al, 1999). Given the prominence within Australia of the 1995 Productivity Commission's Charitable Organisations in Australia and the 2001 Report of the Inquiry into the Definition of Charities and Related Organisations, and the current trend in public management toward fostering partnerships between sectors (Steane 1999; Carroll and Steane 2000), IC does impact on both effectiveness and strategic positioning of organisations (Roos and Jacobsen, 1999). The 2001 Review of the Australian Blood Banking and Plasma Product Sector (Stephen 2001) suggests intended reforms awaiting this nonprofit activity. While the ARCBS will remain as the pre-eminent provider of blood products, regulatory mechanisms will be operationalised to oversee both quality and efficiency within the service. The perceptions of stakeholders on what adds value to the ARCBS