This paper presents a model for measuring intellectual capital (IC) within small and medium-sized enterprises (SMEs) in correlation with the key factors for the successful implementation of knowledge management (KM). Most of the existing IC measurement models are intended to cover general aspects. The kernel of these models could be customized/extended to handle more specific aspects, like KM. The focus of this study is the integration between an IC measurement model and the key factors for successful implementing of KM. The paper identifies, analyses and compares IC elements that are relevant for SMEs and how they can be linked with the IC measurement methods for determining if a company is ready for KM. For this purpose, a general IC measurement model is taken as reference for the study.

The following paper proposes a study about the existing solutions for dealing with uncertainty while solving the planning and scheduling problem at steel industry manufacturing processes. The different techniques designed to cope with uncertainty in manufacturing scheduling are discussed, along with the main uncertainty factors affecting the scheduling. The paper proposes a classification for the main uncertainties affecting the steelmaking process and analyzes the existing literature about solutions for the scheduling with uncertainty in the steel sector in terms of approaches followed and uncertainty types considered. Finally, the main remarks and future challenges within this field are presented.

This paper presents a case study of how a Spanish financial software factory (FSF) has determined the weights of the indicators and objectives included in their strategy map with the aim of ensuring its business sustainability. A strategy map is a graphical representation of the cause-effect relationships between strategic objectives and indicators of a balanced scorecard (BSC). The detailed description of the strategy map development and deployment is not part of the aim of this work as it was described in a former paper. In this study, FAHP, a multicriteria decision-making (MCDM) method using the concepts of fuzzy set theory and hierarchical structure analysis, was used to calculate the weights. The analysis was carried out considering the points of view of different groups of stakeholders (shareholders, top management, middle managers, other employees, customers and some experts in the field of software factories) and the results are presented grouped by role to get a better understanding of the preferences of each kind of stakeholder. The conclusions of this study give a better insight of the corporative sustainability strategies of this kind of firms as well as the different vision of each stakeholder, what could be very valuable to the software factory managers for the decision-making and the strategic management of their organizations.