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International New Ventures, Organizational Structure, and IC Management

International New Ventures, Organizational Structure, and IC Management

Irene M. Herremans, Robert G. Isaac
Copyright: © 2010 |Pages: 15
ISBN13: 9781605666792|ISBN10: 1605666793|ISBN13 Softcover: 9781616924669|EISBN13: 9781605666808
DOI: 10.4018/978-1-60566-679-2.ch016
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MLA

Herremans, Irene M., and Robert G. Isaac. "International New Ventures, Organizational Structure, and IC Management." Strategic Intellectual Capital Management in Multinational Organizations: Sustainability and Successful Implications, edited by Kevin O'Sullivan, IGI Global, 2010, pp. 271-285. https://doi.org/10.4018/978-1-60566-679-2.ch016

APA

Herremans, I. M. & Isaac, R. G. (2010). International New Ventures, Organizational Structure, and IC Management. In K. O'Sullivan (Ed.), Strategic Intellectual Capital Management in Multinational Organizations: Sustainability and Successful Implications (pp. 271-285). IGI Global. https://doi.org/10.4018/978-1-60566-679-2.ch016

Chicago

Herremans, Irene M., and Robert G. Isaac. "International New Ventures, Organizational Structure, and IC Management." In Strategic Intellectual Capital Management in Multinational Organizations: Sustainability and Successful Implications, edited by Kevin O'Sullivan, 271-285. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-679-2.ch016

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Abstract

Flare Solutions Limited is an entrepreneurial international new venture (INV). Of particular interest is the manner in which the firm developed a strategy by combining a special set of resources to provide knowledge products to markets in various countries. The firm realized early on that its knowledge, systems, and relationships were to be the keys to its success. With this in mind, the founding partners took steps to ensure that the firm’s structure and controls were conducive to management of its intellectual capital (IC). The chapter discusses the formation of the INV and the management of its IC in special ways to sustain its entrepreneurial activity. In part, this involved creating management processes consistent with its objective of creativity and innovation for the broad purpose of knowledge development. Consequently, the firm has been able to mobilize its IC to sustain its competitive edge in providing knowledge services.

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