Intelligence capital: The management of knowledge assets and development of adaptive capacities in the city of Arequipa

Abstract

Purpose: The objective of this research is to measure the intelligence components and capabilities in the city of Arequipa, based on the Integral Intelligence Model (Olavarrieta and Carrillo, 2009). This model articulates the notion of Intelligence Capital, which allows components and capabilities to be developed in agents, thus promoting adaptation, knowledge management and quick responses in the optimal decision making by these agents. Design/methodology: The Integral Intelligence Model proposed by Carrillo and Olavarrieta (2009) was taken as a basis, analyzing each of its components and capabilities in relevant agents or organizations in the City of Arequipa. This work identifies how the maturity level of these capabilities makes the operationalization of the Intelligence Capital (IC) possible. The information was obtained through direct interviews with decision-making agents of the institutions in the City of Arequipa (governors and top management of companies in the city), as well as from reports and secondary sources. Findings: This research lays a solid foundation for the proper articulation of the IC as a fundamental element of Knowledge-Based Development (KBD). The results highlight the importance of fine-tuning internal processes for this type of development, the trade-off between the speed of response and good design, execution, development and evaluation of processes and the need to develop intelligence components in organizations, in order to operationalize IC and generate value. Limitations: The study focuses on the first semester of 2020 in the City of Arequipa, a period characterized by the uncertainty and environmental risk caused by COVID-19. Practical implications: The research reveals that in the City of Arequipa, there are potential intelligence capabilities or components that are consolidated in the design, planning, execution and evaluation of internal and external processes in institutions and organizations. However, the development of these capabilities is diminished by flaws in the identification and processing of information, resulting in only moderately agile responses. Social implications: This research provides evidence that in the KBD model, social agents play a fundamental role in decision-making, as they are the ones who identify and interpret significant events in the environment. This, in turn, allows effective, positive and adaptive responses to be issued that guide and drive the organizations. Originality/value: This study presents a methodology that can be replicated in other cities, and which makes it possible to identify the intelligence capabilities of agents or organizations, in this case of a city.

Keywords

• intelligence capital (ic), adaptation, decision-making, knowledge-based development (kbd)