CCE Theses and Dissertations


Intellectual Capital Management Among Project Managers in the Information Technology Domain

Date of Award


Document Type


Degree Name

Doctor of Philosophy (PhD)


Graduate School of Computer and Information Sciences


Richard D. Manning

Committee Member

John A. Scigliano

Committee Member

William M. Hartman


Intellectual capital - the intangible assets of skill, experience, productivity, information, knowledge, infrastructure, and relationships - can be used to provide a source of competitive advantage. When human, structural, and relational components are properly formalized, captured, and leveraged, a higher value asset can result, directly affecting a company's prosperity. It is advantageous for knowledge-based companies with assets consisting mainly of skill, ideas, and intellectual ability to adopt organizational learning and knowledge management as strategic initiatives and include the intangible assets of intellectual capital in performance measurements.

This descriptive study utilized an electronic survey to collect information directly from a sample of project managers active in the information technology (In domain in order to identify the extent to which project managers participated in the management of intellectual capital. In addition, the level of importance these elements have on project success in the opinion of the same group of IT project managers was investigated. This was accomplished in order to identify the practical synergies of the practice of project management and the development of intellectual capital. Finally, a determination of whether or not an awareness of intellectual capital as a formal concept existed among project managers was pursued.

Results showed that a majority of the IT project managers participating in the study claimed a basic awareness intellectual capital and reported participation in activities associated with the management of intellectual capital, but at varying frequency levels. Among participants, project managers currently involved in one or more information systems projects also validated that the elements identified as important contributors in the management of intellectual assets are considered important to their project's success.

The research proposed expanded the current knowledge base by making explicit the connections of the concepts of intellectual capital management with project management practices and techniques. The study offered a set of recommendations for practicing project managers to use in order to focus on the successful intellectual asset management of an information technology project team, with the aggregate result being further value and wealth creation for the firm.

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