22 International Journal of Information Systems in the Service Sector, 6(3), 22-42, July-September 2014 Copyright © 2014, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. ABSTRACT Although a large number of models and tools for managing Intellectual Capital (IC) have been introduced in the literature, the practical operationalisation of IC management still remains challenging. In particular, how managers can better evaluate and select a proper IC management approach represents a critical issue. Selecting a suitable IC management approach is a complex decision-making problem which involves a set of factors affecting the choice. As many factors should be taken into account in that decision, the problem can be tackled using multi-criteria methods. Through a synthesis of management literature regarding the ap- proaches to IC management and the factors affecting their choice, the paper develops an AHP rating model, which keeps in focus the most meaningful elements to be considered in making decision on IC management. The paper presents the results of the application of the model within a not-for-proft organization. Using an AHP Rating Model to Select a Suitable Approach to Intellectual Capital Management: The Case of a Not-for-Proft Welfare Service Daniela Carlucci, University of Basilicata, Potenza, Italy Paula Kujansivu, Tampere University of Technology, Tampere, Finland Keywords: Analytic Hierarchy Process, Intellectual Capital, Management, Practice, Rating Approach INTRODUCTION The Intellectual Capital (IC) of an organisation consists of the immaterial sources of value relat- ed to employees’ capabilities, the organisation’s resources and processes and the relationships with its stakeholders (Edvinsson & Malone, 1997; Lönnqvist, 2004; Sveiby, 1997). IC is an important source of wealth creation in compa- nies and other organisations and must therefore be managed. However, as a concept IC manage- ment is quite theoretical and heterogeneous. In the literature IC management is used to refer to several different activities in identifying, mea- suring, controlling and developing intangible resources in business (Kujansivu, 2008 a, b). In practice, IC management can refer to different things in different organisations, e.g. to a way of thinking (a philosophy), to concrete tools or to a comprehensive management system (Nordic Industrial Fund, 2003). To support IC manage- ment, tens of models have been introduced in the literature. DOI: 10.4018/ijisss.2014070102