THE DYNAMICS OF INTELLECTUAL CAPITAL IN THE PROFESSIONAL SERVICES SECTOR: ANALYSIS OF THE EXPERIENCE OF THE ‘BIG FOUR’ IN UKRAINE

Abstract

The article is devoted to the study of intellectual capital in the field of professional activity, where the main source of added value is not tangible assets, but a combination of knowledge, methodologies, expertise, experience, and analytical skills, while the key results of the activity is an analytical conclusion, expert decision, or recommendation. The aim of the work is to calculate the value added intellectual coefficient (VAIC) of the Big4 companies, analyse its dynamics and determine the characteristics of the factors that form it. The relevance of the topic is due to the global transition to a knowledge economy, where intellectual potential is the determining factor in maintaining competitive advantages and institutional stability. In the context of the digital revolution and socio-economic instability in Ukraine, understanding the dynamics of intellectual capital is critical to maintaining the leading positions of international audit networks. The methological basis of the study is the VAIC model. Correlation and regression analysуs in MS Excel was used to assess the relationship between capital components and VAIC dynamics, validating the factors influencing intellectual potential. The result of the study show significant volatility and a clear negative trend towards a decrease in the VAIC of the Big4 companies in Ukraine during the period under review. It has been established that more than 50% of the variation in the efficiency of intellectual resources is due to operational activities, which confirms their decisive role in the knowledge-intensive professional sector. At the same time, evidence shows no direct link between higher labour costs and increased intellectual productivity, confirming the priority of human capital’s qualitative components over simple financial incentives in the value creation process. The practical value of this study lies in the formulating strategic guidelines for managing intellectual resources in professional services. By adopting the synthesized Big4 practices, domestic firms can modernize their intellectual capital management, thereby enhancing organizational resilience, product quality, and sustainable competitive advantage.