| Abstract |
Purpose - The purpose of this paper is to explore whether and how the intellectual capital (IC) approach and concepts could be fruitfully adapted to study the smart city phenomenon from a managerial point of view. Design/methodology/approach - This study is based on a long-term, in-depth ethnographic exploration of the vast global community, which is created around the smart city movement. Findings -The analysis suggests that, in order to effectively analyse a smart city context through the IC lens, the traditional IC framework needs to be extended for: expected outcomes, which should also include sustainability, resilience and quality of life; categories of key resources, which should also include institutional capital and environmental capital; units of analysis, which should also include territorial systems, such as transportation or waste; and key managerial challenges implied. As a final result, a smart city intellectual capital (SC-IC) framework is proposed. Research limitations/implications - Most of the cases analysed in this study are European; further studies are advisable to better investigate non-European smart city contexts. Practical implications - The paper suggests that the knowledge management, project portfolio management and network management approaches are crucial to better support managerial practices in smart city organizations. Originality/value - The SC-IC framework allows for a clear definition of the smart city organization, as a new knowledge-based, project-oriented, network-shaped type of organization. Therefore, the SC-IC framework provides smart city research with a consistent rooting in management studies. Further, this paper contributes to the fourth stage of IC research. |