The Impact of an Enterprise’s Intellectualization on Its Leadership Potential
Abstract
:1. Introduction
- (1)
- (2)
- Second, as a manageable structure, characterized by the ability of managers to understand and manage key processes, business strategy, and the speed with which the business is able to find, respond to, and fix problems that arise [10];
- (3)
- Third, as a stimulating effect of intellectual capital on the economic object that constantly attracts, produces, and distributes components of intellectual potential, thereby supporting the transfer and dissemination of intellectualization, and the promotion of new and specialized knowledge, goods, and services [11];
- (4)
- Fourth, as the active use of the unique abilities of individuals to create innovative products and information technology, the widespread introduction of intellectual components, the creation and development of new industries and applications of knowledge [12].
2. Literature Review
2.1. Peculiarities of Intellectualization in the Context of Leadership Potential Formation
2.2. Factors of Enterprise Intellectualization and Leadership in Today’s Environment
3. Materials and Methods
- -
- the level of education and qualifications of the staff;
- -
- common understanding of the mission, main goal, objectives, and vision of a business;
- -
- knowledge and understanding of the key success factors and performance indicators;
- -
- understanding the risks and arising problems;
- -
- knowledge and understanding of business development methods and technologies;
- -
- -
- a climate conducive to the learning and intellectualization of a business;
- -
- flexible communication channels;
- -
- opportunities to attract progressive forms and methods of personnel training;
- -
- flexible mechanisms of remuneration, stimulation, and motivation of personnel;
- -
- financial capabilities of personnel;
- -
- -
- ability to quickly make and implement various decisions;
- -
- ability for group learning and self-development;
- -
- ability to exchange information;
- -
- ability to adopt and apply best business practices;
- -
- ability to resolve conflicts;
- -
- ability to create, implement, and develop own intellectual assets (patents, copyrights, know-how, etc.);
- -
- (1)
- if the level is from 0 to 0.20 (crisis), then the pre-crisis level of LP is observed;
- (2)
- if the level is between 0.21 and 0.37 (low), then there is a low LP;
- (3)
- if the level is between 0.38 and 0.63 (sufficient), then a normal LP level is observed;
- (4)
- if the level is between 0.64 and 0.80 (acceptable), then an average (stable) level of LP is observed;
- (5)
- if the level is from 0.81 to 1 (high), then there is a high (innovative) level of LP.
4. Results
5. Discussion
6. Conclusions
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
References
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Company | LP | The Level of Leadership Potential in the Context of a Company’s Intellectualization | |||
---|---|---|---|---|---|
Aksis | 0.55 | 0.76 | 0.47 | 0.59 | Sufficient |
Astra-Med | 0.56 | 0.74 | 0.53 | 0.61 | |
AvisMed | 0.53 | 0.77 | 0.54 | 0.62 | |
Mediteks | 0.61 | 0.76 | 0.65 | 0.67 | Acceptable |
MirA | 0.74 | 0.80 | 0.70 | 0.75 | |
Palitra | 0.67 | 0.79 | 0.67 | 0.71 | |
Paratsels | 0.72 | 0.80 | 0.78 | 0.77 | |
Spektra | 0.77 | 0.82 | 0.78 | 0.79 |
Indicators | k for the Bilateral Critical Region | |
---|---|---|
IPS, IPC | 4.68 | (0.01, 6) = 3.73 |
IPS, IPA | 5.84 | |
IPC, IPA | 3.76 |
Company | IPS | IPC | IPA | LP | ||||
---|---|---|---|---|---|---|---|---|
Value | Rank | Value | Rank | Value | Rank | Value | Rank | |
Aksis | 0.56 | 7 | 0.76 | 6–7 | 0.47 | 8 | 0.59 | 8 |
Astra-Med | 0.57 | 6 | 0.75 | 8 | 0.54 | 6 | 0.62 | 6 |
AvisMed | 0.54 | 8 | 0.78 | 5 | 0.55 | 7 | 0.63 | 7 |
Mediteks | 0.62 | 5 | 0.77 | 6–7 | 0.66 | 5 | 0.68 | 5 |
MirA | 0.75 | 2 | 0.81 | 2–3 | 0.71 | 3 | 0.76 | 3 |
Palitra | 0.68 | 4 | 0.80 | 4 | 0.68 | 4 | 0.72 | 4 |
Paratsels | 0.73 | 3 | 0.81 | 2–3 | 0.79 | 2 | 0.76 | 2 |
Spektra | 0.78 | 1 | 0.83 | 1 | 0.79 | 1 | 0.80 | 1 |
Company | Sides of Basic Leadership Potential | Area of Basic Leadership Potential (S) | ||
---|---|---|---|---|
a1 (IPS) | a2 (IPC) | a3 (IPA) | ||
Aksis | 0.199 | 0.217 | 0.102 | 0.249 |
Astra-Med | 0.186 | 0.190 | 0.111 | 0.224 |
AvisMed | 0.209 | 0.207 | 0.106 | 0.255 |
Mediteks | 0.195 | 0.196 | 0.149 | 0.280 |
MirA | 0.224 | 0.218 | 0.194 | 0.391 |
Palitra | 0.211 | 0.211 | 0.167 | 0.334 |
Paratsels | 0.220 | 0.232 | 0.212 | 0.428 |
Spektra | 0.237 | 0.239 | 0.223 | 0.474 |
Company | Degrees | Reduction Factor (Ω) | Degree of Harmonizing Intellectualization | |
---|---|---|---|---|
Aksis | 83.24 | −0.613 | 0.32 | 0.32 |
Astra-Med | 82.73 | −0.603 | 0.33 | 0.33 |
AvisMed | 71.64 | −0.388 | 0.54 | 0.54 |
Mediteks | 75.69 | −0.467 | 0.46 | 0.46 |
MirA | 70.81 | −0.372 | 0.56 | 0.56 |
Palitra | 64.51 | −0.250 | 0.68 | 0.68 |
Paratsels | 53.73 | −0.041 | 0.89 | 0.89 |
Spektra | 56.46 | −0.094 | 0.84 | 0.84 |
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Zhou, D.; Danshina, S.; Kurilova, A.; Lis, M. The Impact of an Enterprise’s Intellectualization on Its Leadership Potential. Sustainability 2021, 13, 9670. https://doi.org/10.3390/su13179670
Zhou D, Danshina S, Kurilova A, Lis M. The Impact of an Enterprise’s Intellectualization on Its Leadership Potential. Sustainability. 2021; 13(17):9670. https://doi.org/10.3390/su13179670
Chicago/Turabian StyleZhou, Dahui, Svetlana Danshina, Anastasia Kurilova, and Marcin Lis. 2021. "The Impact of an Enterprise’s Intellectualization on Its Leadership Potential" Sustainability 13, no. 17: 9670. https://doi.org/10.3390/su13179670