I will await your future post to read what you can publicly reveal about your findings.
Nonetheless, my experience is that any attempt to count individual components of IC (such as structural capital) is purely an academic exercise. I believe that while for the purpose of theory it is OK to classify IC into Human Capital, Structural Capital and Relational Capital, this is NOT how things work in real life.
In practice, it is the judicious, and mostly unintended, combination of the three components of IC that come together to create value for a business. If you think about it, it will appear common sensical. For instance, can you create value by just hiring great talent? Can you create value if you have great suppliers and Customers but no delivery systems? Can you deliver value if you have great quality processes for building products but no Customers to buy them?
In fact, it is only when Human Capital, Structural Capital and Relational Capital fall in place in the right proportion and at the right time that the business derives value, thrives and even prospers. I am quite sure you will agree.
I am not sure I understand what you mean by "..the reinforcing cycle between each component (growth spiral) determines the scalability of IC.."
This statement seems to suggest a theoretical study based on which such a conclusion is being quoted. Is this true? If so, I have to admit that I have not come across this in IC theory yet and hence will appreciate if you can point me to the relevant text. I can respond to your question thereafter.
I realized that I never posted the rest of the story. It's actually up on the web at the Value Networks and Collaboration site.