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1.1 Five stages of intellectual capital research
2.1 Value dimensions and inter-actions with IC components
4.2 The International Integrated Reporting Council’s approach to value creation
6.1 Four states of intellectual capital research
11.1 The visualization of the MT stakeholder environment and relationships
11.2 Three practitioner roles and three types of practices
13.1 Comparison between the relevance of IC Items found in the analysis and in previous ICD studies
13.2 ICD and message engagement
15.1 Integrated framework for competitive advantage, strategy, and IC management
15.2 Types of strategy theory and strategy formulation
17.1 The hybrid BM of the Group
17.2 The process leading from BM mapping to IC measurement
19.1 The IC management portfolio shows priorities
20.1 The model to assess and monitor environmental and social initiatives
20.2 Implementing sustainability categories as per the DJSI in the company’s IC map
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22.2 The Skandia Market Value Scheme
22.3 Report type at OMXS30 for reporting year 2015
22.4 Total intellectual capital disclosure
22.5 Disclosure category: employees
22.6 Disclosure category: customers
22.8 Disclosure category: processes
22.9 Disclosure category: research & development
22.10 Disclosure category: strategic statements
23.2 IIRC value creation graphic
23.3 AEP value creation graphic
23.4 ArcelorMittal value creation graphic
23.5 Clorex value creation graphic
23.6 Entergy value creation graphic
23.7 GE excerpt of GE detailed value creation graphic
23.8 Smithfield value creation graphic
23.9 ArcelorMittal capitals graphic
25.1 Insight basis for competitive advantage
26.1 Conceptualizations of value
26.2 The three generic classes of intellectual capital
27.1 Stakeholder foci change over time