engleski

Modelling of performance indicators for monitoring intellectual capital elements in product development projects

Technological aspect of complex R&D project management is widely recognised and it is common practice to deal with complex project performance measures that can be recognized and described formally based on the tangible outputs. Furthermore, tangible outputs of the communications and the information objects generated as part of the complex projects are fundamentally related to performance and analysis of their content can provide understanding, insights and predictions about the complex project (Hicks, 2013). However, a number of project management drivers is often intricately linked and cannot be described by using only tangible aspects. Many researchers (e.g. Verbano and Crema, 2013) argued that new methods and performance indicators are still needed for the managers which are interested in the organization's intangible capital, in order to provide support to the problem solving and decision-making processes as well as to enable understanding of emergent phenomenon influencing organisational output at the market level (competitiveness, innovation and growth). Consequently, there is a need to extend and supplement present R&D project performance indicators by those whose focus are categories of intellectual capital (human, structural and relational capital) and, in addition, to model their interrelations and dynamics.

performance indicator; intellectual capital; product development

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