Purpose ‐ To demonstrate that different approaches to commercialisation can determine the nature of intangible resources that managers can develop. Design/methodology/approach ‐ A framework linking political strategy, financial capitalisation and business
strategy is developed to analyse the management of intellectual capital in the commercialisation of air navigation services in New Zealand and Fiji. Case study evidence is organised as an intellectual capital portfolio and links are drawn to subsequent business outcomes for each organisation.
Findings ‐ Explains how key decisions about financial capitalisation and business strategy at the time of commercialisation influence the subsequent management and development of intangible resources in the organisation. Identifies how political assumptions about commercialisation
can constrain or enhance subsequent management success in developing intellectual capital to pursue business growth. Research limitations/implications ‐ The interpretations offered, although plausible in the context of the case studies, may not generalise to other situations.
Practical implications ‐ Key decision makers need to design commercialisation arrangements that will resource the desired intellectual capital portfolio of the commercialised organisation. Originality/value ‐ The paper provides a framework for establishing a linkage
between strategic management decisions and the development of an intellectual capital portfolio in the context of commercialisation. The paper develops the theoretical extent of intellectual capital concepts and provides practical analysis to decision makers contemplating commercialisation