Lab assigment on word
- 1. actors such as globalization that leads to new technology, free flow of capital, increased competition, demand for innovation, changes in customer demand, changes in economintellectual capital, and politintellectual capitalal structures are constantly reshaping the way business is carried out (Buckley and Carter, 2000; Thorne and Smith, 2001). Previous research has acknowledged the fact that organizations have begun to realize that sustainable advantage relies on managing intangible resources such as the knowledge embedded assets. According to Stewart (2002), in the 21st century, knowledge embedded assets have become more important to the organizations than financial and physintellectual capitalal assets. Therefore, in order to compete in this millennium, organizations must have the ability to create value, be agile and sensitive to the market. manage According to Sveiby (1997), knowledge embedded assets can be found in three areas: the competencies of the employees; organization’s internal structure such as patents, models, computer and administrative systems; and organization’s external structure such as brands, reputations, relationship with customers and suppliers. Stewart (2002), on the other hand, suggests that knowledge embedded assets comprise of talents, skills, know- how, know-what, relationships and also include machines and network that can be used to create wealth to an organization. managed There is a multi- faceted description of Friday, March 01, 2013 as proposed by INTELLECTUAL CAPITAL theorists. According to Stewart (2002), the term ‘INTELLECTUAL CAPITAL’ seemed to have first appeared in 1958 when two financial analysts reported that the INTELLECTUAL CAPITAL of several small science-based companies is perhaps the most important element in the organizations’ financial statements. The analysts termed the high stock valuations as an intellectual premium (Stewart, 2002), and, for a quarter of century, this idea F
- 2. remains unchallenged. In the 1980s, however, discussion and debate on resource-based theory had nurtured the ideas of INTELLECTUAL CAPITAL. A study by Sveiby (1987), for example, proposed that knowledge-based assets could be found in three places; the competencies of organization members, its internal structure such as patents, models, computer and administrative assets, and its external structure such as brands, reputation, relationships with customers (Sveiby, 1997). Most of the definitions and frameworks of INTELLECTUAL CAPITAL includes human, customers, suppliers, and organizations as factors of INTELLECTUAL CAPITAL (e.g. Roos and Roos, 1997; Saint-Onge, 1996). In order to remain forefront and maintain competitive edge, organizations must have the capability to retain, develop, organize and utilize their INTELLECTUAL CAPITAL (Kalling, 2002; Wiig, 2000). They must also be able to consolidate their INTELLECTUAL CAPITAL faster than their competitors. Literature has argued that the value of an organization is largely based on the management and utilization of INTELLECTUAL CAPITAL (Ukkola et al., 1999; Chris and Emma, 1999; Beveran, 2002). Thus, INTELLECTUAL CAPITAL must be explintellectual capitalitly manage so that the competitive advantage will emerge from the way a specifintellectual capital knowledge is applied to production factors (Aranda and Molina-Feraz, 2002). Thus, to explintellectual capitalitly manage the INTELLECTUAL CAPITAL, an understanding of how knowledge is formed and how people and organizations learn to use knowledge is essential. There are two levels of knowledge within INTELLECTUAL CAPITAL: explintellectual capitalit knowledge and tacit knowledge (Hall and Adriani, 2002; Kamiki and Mphahlele, 2002). Explintellectual capitalit knowledge is artintellectual capitalulated knowledge and it can be embodied in the form of documents, standard operating procedures, and blueprints. Tacit knowledge, on the "Human Capital" Employee competence " "Brainpower " Organizational Capital" Software and patent" Standard operating procedure" Customer Capital" Suuplier
- 3. other hands, includes the intuition, perspectives, beliefs, and values that people form as the result of their interactions and experiences (Hall and Adriani, 2002; Kamiki and Mphahlele, 2002). In an organization, tacit knowledge is made up of the collective mindsets of everyone in the organization. This includes the way how a leader of an organization perceives his industry and his organization. Tacit knowledge also determines how an organization makes decisions and shapes the collective behavior of its members (Saint- Onge, 1996). Haldin- Herrgard (2000) suggests that tacit and explintellectual capitalit knowledge should be managed differently. Much of existing literature discusses more on philosophy and concepts of INTELLECTUAL CAPITAL and less attention has been given on the value creation aspect of INTELLECTUAL CAPITAL. manageINTELLECTUA L CAPITAL management is applied to access and utilize INTELLECTUAL CAPITAL for an organization. 1 1 “These are the objectives of this artintellectual capitalle”