engleski

Intellectual Capital Performance Indicators for Complex Project Management

Interdependence and high levels of connectivity within organization hierarchical levels (individuals, teams, etc.) can result in non-linear organisational behaviour what was already tackled by many researchers such as. Also, recent complex R&D project management studies indicated consequences of non-linear organisational behaviour, such as emergence of vicious innovativeness, knowledge growth and risks cycles and patterns, but without necessary theoretical grounding and explanation. To increase understanding on those emerging phenomenon and facilitate advanced complex R&D project management in general, there is need to expand and improve existing models, methods, and tools. Therefore, the objective of research within the VISINEV (www.visinev.org) project framework, which first results are presented in this paper, has been set as follows: 1.To investigate the nature of the socio-technical interactions between individuals and teams in hierarchical R&D organizations performing the complex R&D projects, with the goal to provide foundation for modelling the non-tangible outcomes dynamics. 2.To visually represent and analyse dynamics of non-tangible outcomes of the complex R&D projects and their interaction in order to supplement existing complex R&D project management tools.

Intellectual Capital; Performance Indicators; Complex Project Management

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