The shift towards the intangible economy is almost unanimously acknowledged as one of the most important changes that characterize the current state of the economy. This presents significant challenges for corporate managers, accountants and policy makers. One of these challenges is a reflection on the geographical distribution of economic activities. Clustering has recently became a topic of i...

This paper reviews the economic models most commonly applied to estimate the value of intellectual property and other forms of intangible assets. It highlights the key strengths and weaknesses of these models. One of the apparent weaknesses of the most commonly used valuation models is the failure to incorporate legal rights into their calculations. Creation, maintenance, and enforcement of leg...

At its last meeting, the Committee agreed to contribute to the Organisation's two-year horizontal project on New Sources of Growth: Intangible Assets, with a report covering the reporting of intangible assets (IA) and progress made in this area in recent years. This report provides an update on the nature and quality of reporting on intangible capital in member countries, building on prior work...

Management and protection of proprietary intangible assets such as technology and management skills is important for firms considering international expansion via joint ventures. Joint venture partners have incentives to appropriate intangible property. Also many governments have instituted policies to help domestic firms maximise technology spillovers. Some require foreign firms interested in ...

ABSTRUCT: Regional disparity is one of the most serious social issues in recent Japan. To develop local businesses for encouraging regional economy, there are many barriers, such as lack of natural resource, human resource, investment, technology, and so forth. In many stagnated local areas, resource deficiency is a large obstacle for development. However, even in such local areas, most of the ...

The paper reviews the concept and trend of Key Intangible Performance indicators (KIPs) for organisational success. Although KPIs are useful for tracking tangible performance drivers, KPIs cannot adequately measure intangible performance drivers. Therefore, organisations need to look for KIPs (which measure intangible drivers) in order to generate a complete picture of overall performance of or...

ness should be run to maximize the return on shareholders’ investment, and shareholder value analysis (SVA) is fast becoming a new standard for judging managerial action. In this changing scenario, in which short-term accounting profits are giving way to SVA, it is advisable that all investments made by managers be viewed in the context of shareholder returns. Thus, every investment, be it in t...