Indicators and metrics for intellectual capital management
A study focusing on generations Y and Z in IT outsourcing companies
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In recent years, IT outsourcing has been the solution adopted by companies as a strategy to reduce operating costs, improve processes among other benefits. The service desk is the first and most common, with teams, mostly Millennials and Centennials, bring in this profile, in the organizational culture and in the Brazilian market, high turnover, low performance and a consequent decline in service delivery. The non-effective management/retention and measurement of intellectual capital leads to a deficient knowledge management or to the scarce generation of conditions for its circulation, captur...
In recent years, IT outsourcing has been the solution adopted by companies as a strategy to reduce operating costs, improve processes among other benefits. The service desk is the first and most common, with teams, mostly Millennials and Centennials, bring in this profile, in the organizational culture and in the Brazilian market, high turnover, low performance and a consequent decline in service delivery. The non-effective management/retention and measurement of intellectual capital leads to a deficient knowledge management or to the scarce generation of conditions for its circulation, capture, and measurement of the value it generates. This quantitative study, based on the theories of IMA, Skandia, Navigator and BSC, aims to propose indicators that, added to those already in practice, ratify that the retention of intellectual capital in service desk teams, specifically in these generations, contribute to improving the quality of the knowledge base and operational processes.
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