This paper aims to examine the role of intellectual capital (IC) management in an organizational change process. The purpose is to obtain new empirical findings and an enhanced understanding of the role of IC in an organizational change process is obtained.
Earlier research highlights the need for the welfare service sector to measure the impacts of their services. However, it seems that the welfare services lack measures to show their long-term effects and impacts. This paper aims to present a framework to measure the multidimensional impacts of welfare service innovations and report the empirical results from two case studies.