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Intellectual capital has become a key element of the knowledge economy. Their management is a factor that influences the competitive advantage of companies. The main objective of this paper is to present a methodology (ICM - Intellectual Capital Model) that allows the audit of intellectual capital management in small and medium enterprises (SMEs). From the conducted research, it can be concluded that the model is technically robust and determines that the management of intellectual capital is likely to be audited and certified in order to control the quality and dynamism of the knowledge generated and allowing the partner organizations (customers, suppliers and enders) to estimate the innovation capacity and verify the conformity of their management parameters, compared with a reference standard. Indeed, the results of surveys also show that the proposed model forms the basis of a credible accreditation system for intellectual capital management in the majority of Portuguese SMEs. This paper also contributes to enhance the discussion around the value of organizations intangible assets and therefore to change the current concepts of economic development. [ABSTRACT FROM AUTHOR]

The utilization of intellectual capital (IC) has often not been taken up as much as the proponents of IC may have wished. As Dumay (2012) outlines, there are barriers to implementing IC in organizations, and as academics and practitioners we need to overcome these barriers. We propose one way to do this is by providing reflective narratives of the journey the authors have taken as a successful IC practitioner and a successful IC academic. Based on constructivist learning theory (Chiucchi, 2013a) we offer a staged model of IC development (Guthrie et al., 2012) outlining how we went through similar stages in personally understanding and deploying IC. To do this, Mary Adams and John Dumay trace their IC learning journey in three stages of intuition, control and value creation. This paper contributes to the IC literature by providing an understanding of the growth a person may need to take in order to become an IC Missionary, rather than merely an IC preacher (Dumay, 2013, p. 8). If this can be achieved, we can provide a forum for open conversations about the concept of IC and the tools available so we can empower people and organizations to experience and collaborate to develop their own IC. [ABSTRACT FROM AUTHOR]