Volume 1  Number 1  May 2010 21 MANAGEMENT AND PRODUCTION ENGINEERING REVIEW METHODOLOGY OF KNOWLEDGE V ALUE ASSESSMENT IN AN ENTERPRISE OF SME SECTOR* JUSTYNA P A T ALAS-MALISZEWSKA 1 , HANNES WERTHNER 2 A B S T R A C T Intangible resources are the source of compettve advantage in the knowledge econ- omy. Knowledge and intellectual capital (IC) within companies have gathered world- wide atenton, theories and methods for knowledge creaton management have been developed for organizatons and alliances. Knowledge has currently become a main part of manufacturing resources and a prerequisite for success in the producton envi- ronment. The paper develops a theoretcal frame of the measurement of IC in the small and medium sizes enterprises based on author’s so called personnel usefulness functon, which let describe the value of strategic knowledge resources in SME. This study aims to develop the methodology of the measurement of IC, also allows objec- tve assessment of employees through applicaton of GMDH algorithm and regressive polynomial model selecton. This paper concludes with a discussion of the implicatons of the research. K E Y W O R D S strategic knowledge resources, intellectual capital assessment 1. University of Zielona Góra, Poland; Technical University of Vienna, Austria 2. Technical University of Vienna, Austria * Within the support of the Community under a Seventh Framework Programme, People, Marie Curie Intra-European Fellowship for Career Development: “SKnowInnov” Corresponding author: Justyna Patalas-Maliszewska University of Zielona Góra Licealna 9 St., 65-417 Zielona Góra Poland tel. +48 607-847-207 fax +48 68 327-07-35 e-mail: j.patalas@iizp.uz.zgora.pl received: 1 March 2010 accepted: 20 April 2010 Introduction “Intellectual capital means owned knowledge, experience, organisational technology, relations with clients and professional skills which give [...] com- petitive advantage in the market” [Edvinsson et al., 2001]. According to this concept, intellectual capital includes human capital and structural capital. Intel- lectual capital can be presented as a group of the fol- lowing factors: • features brought by an employee: intelligence, in- volvement, energy, positive attitude, reliability and honesty, • employee’s ability to learn: mind’s power of ab- sorption, imagination, analytical thinking ability and creativity, • employee’s motivation to share information and knowledge: ability to work in a team as well as self motivation to pursuit and achieve goals [Sokołowska, 2005]. Structural capital (also called organisational) en- compasses intellectual copyrights, including patents, licenses, trademarks and copyrights. Te concept of human resources encompasses employees of enterprises together with their educa- tion, experience, professional qualifcations, work performance, interpersonal relationships and com- munication skills. On the other hand, it needs to be emphasized that employee are not resources but have resources at their disposal, i.e. the total of characteris- tics embodied in them, which allow playing diferent roles in the organisation [Pocztowski, 2003, p. 36]. In turn, strategic resources are defned as resources dif- fcult to follow. MPER pages: 21-28