Implications of intellectual capital for new public management

Abstract

This paper discusses the implications of intellectual capital (IC) for public institutions. The source of the discussion derives from a research project undertaken in a major Australian non-profit organization between 2001-2002. The project undertook a stakeholder analysis to identify the elements of professional work deemed to build value and contribute to the performance of the Australian Red Cross Blood Service (ARCBS). The Red Cross is arguably the largest non-profit organization in the world, and the ARCBS is its blood service arm throughout Australia. Phenomena such as ‘organisational wealth’ derive from the use of the term by Sveiby (1997) to encompass both tangible and intangible contributors to an organisation's value.