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==Management== The intangible nature of many knowledge products and processes, in combination with the increasing importance of their value in corporate balance sheets leads to a growing interest in management of intellectual capital. Creating, shaping and updating the stock of intellectual capital requires the formulation of a strategic vision, which blends together all three dimensions of intellectual capital (human, structural and relational capital) within the organisational context through exploration and exploitation, measurement and disclosure.<ref name=Khavandkar2016/> Therefore, the organisational value of intellectual capital is developed via an ongoing and emergent process focused on the capability to leverage, develop and change the dimensions.<ref>Subramaniam, Mohan, & Youndt, Mark (2005). [http://amj.aom.org/content/48/3/450.abstract The Influence of Intellectual Capital on the Types of Innovative Capabilities] {{Webarchive|url=https://web.archive.org/web/20180322044529/http://amj.aom.org/content/48/3/450.abstract |date=2018-03-22 }}. Academy of Management Journal, 48(3), 450β463.</ref> The [[Intellectual capital management|management of intellectual capital]] is conceptualised as occurring via a multiple stage process, governed by an evolutionary logic. Intellectual capital management is defined as a cycle of four inter-related sets of practices: strategic alignment, exploration and exploitation, measurement, and reporting of intellectual capital.<ref name=Khavandkar2013/> The recognizing and managing of intellectual capital within organizations is not always evident and straightforward; for example, what IC means differ from organization to organization; thus requiring a contextual understanding.<ref>{{cite journal |last=Tyskbo |first=Daniel |date=March 2019 |title=Managers' views on how intellectual capital is recognized and managed in practice: A multiple case study of four Swedish firms |journal=Journal of Intellectual Capital |doi=10.1108/JIC-01-2018-0017|s2cid=159378981 }}</ref>
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