The aim of this paper is to propose an integrated model for intangible resources, which will contribute to breaking down the old paradigm, and bring it to managers' attention that the best returns are likely to come from intangible resources.
The theoretical approach is based on the concept of core competencies as defined by Hamel and Prahalad, and further developed in Andriessen's Making Sense of Intellectual Capital. It also explores the benchmarking concept presented in Viedma's “Intellectual capital benchmarking system”.
Business practitioners and scholars have been developing new methods and models to understand intellectual capital. Unfortunately, these methods and models present a view on both tangible and intangible resources of an organisation that is non‐integrated and reinforces the traditional management focus on tangible assets only.
The method proposed here is being prepared to be tested in a large energy company under a three‐phase project (the object of future papers).
The paper describes a model and introduces a method based on it.
