Managing Intellectual Capital in SMEs in the Framework of the Knowledge Based Society

The aim of this article is to identify the operating systems that companies can adopt to manage intellectual capital, especially in SMEs. Based on intellectual capital management and resourced based approach for Knowledge and Intangible Assets Management, SMEs companies seeking to meet the needs of all staff, are not investing in an adequate way in those professions that might make a real difference. It is important to implement an assessment aimed to bring out explicitly the contribution to the total value of intangible assets of the organization. Our paper tries to look for an integrative approach dealing with intellectual capital management that might be applied for more SMEs having a distinguished organizational culture. We like to demonstrate that the ideal environment for Intellectual Capital Development (ICD) is to be pro-active, able to give direction to the technological and organizational changes affecting the sector in which they work an undertaking in which all human resources are identified and where there is awareness of their role and attitudes toward change. Concentrated on the perspective of the Balance Scorecard method, namely the perspective of the processes of learning and growth, we can understand how the development of intellectual capital is a challenge for the leadership of the staff within SMEs: it is required to conduct and roles on the one hand aimed at facilitating the process of knowledge accumulation, other mechanisms to enable more appropriate management and motivation to help the knowledge generated to develop sharing and transfer. The paper presents briefly an exploratory research used for debating the issue of intellectual capital (IC) in Romania's SMEs. Our research is at a starting point for possible future theoretical and empirical investigations. This paper seeks to develop in Romania a framework of IC reporting by starting to learn and adapt.