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Intellectual Capital Strategy Management for Knowledge-Based Organizations

Book Description

With the proper management, knowledge-based resources (human capital, relational capital, structural capital) aim to contribute to the creation of a competitive advantage not only for companies and institutions, but also for nations and economic regions. Intellectual Capital Strategy Management for Knowledge-Based Organizations brings together new perspectives on the knowledge-based view of strategy management as it considers the role of companies, organizations, and nations in the storage and measurement of their knowledge. This book is useful for industry leaders, practitioners, academics and scholars interested in emerging aspects of knowledge management and industry services.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Editorial Advisory Board
  5. Foreword
    1. IC IN GLOBAL PROGRESS: SOME ASPECTS FOR IC STRATEGY FOR KM-BASED ORGANIZATIONS
    2. INCAS AND TRIPLE BOTTOM LINE
    3. CONNECTIVITY
    4. IC CURRENCY IN PROGRESS
    5. FINAL THOUGHTS
  6. Preface
    1. INTRODUCTION
    2. OBJECTIVES OF THE BOOK
    3. TOPICS OF INTEREST FOR THE BOOK
  7. Acknowledgment
  8. Chapter 1: Managing Informal Learning in Workplaces
    1. ABSTRACT
    2. INTRODUCTION
    3. RESEARCH BASE
    4. THE SURVEY
    5. MODE OF INFORMAL LEARNING
    6. IMPLICATION FOR MANAGING INFORMAL LEARNING
  9. Chapter 2: Intangible Capital Management Method as Dynamic Knowledge Wisdom
    1. ABSTRACT
    2. PRESENT SITUATION
    3. THE CASES IN STUDY
    4. VARIOUS SYSTEMS
    5. PROBLEMS IN SYSTEMS AND DIRECTIONS FOR SOLUTION
    6. INTANGIBLE CAPITAL MANAGEMENT AS DYNAMIC KNOWLEDGE WISDOM
    7. CONCLUSION
    8. FUTURE WORKS AND DIRECTIONS
  10. Chapter 3: Intellectual Capital in a Services-Oriented Firm
    1. ABSTRACT
    2. INTRODUCTION
    3. LITERATURE REVIEW: STATIC AND DYNAMIC VIEW OF IC
    4. CHARACTERISTICS OF SERVICE FIRM AND ROLE OF IC
    5. THE LOCAL PUBLIC UTILITIES
    6. THE ROLE OF IC IN LPU
    7. THE CASE STUDY: AIMAG S.p.A.
    8. CONCLUDING COMMENTS
  11. Chapter 4: A Complex Responsive Process Approach to Strategic Management
    1. ABSTRACT
    2. INTRODUCTION
    3. STRATEGIC BEHAVIOR AND ORGANIZATIONAL GAMES
    4. STRATEGIC CHOICE MODEL OF STRATEGIC MANAGEMENT
    5. TRADITIONAL STRATEGIC MANAGEMENT MACHINES
    6. THE KNOWLEDGE ERA AND ORGANIZATIONAL COMPLEXITY
    7. EMPLOYEE ENGAGEMENT
    8. KNOWLEDGE CREATION
    9. ORGANIZATIONAL LEARNING
    10. CONCLUSION: COMPLEX RESPONSIVE STRATEGIC MANAGEMENT
  12. Chapter 5: Intellectual Capital Explains a Country’s Resilience to Financial Crisis
    1. ABSTRACT
    2. INTRODUCTION
    3. INTELLECTUAL CAPITAL AS A KNOWLEDGE-BASED RESOURCE: RBV PERSPECTIVE
    4. LINKING FIRM-LEVEL INTELLECTUAL CAPITAL TO NATIONAL-LEVEL INTELLECTUAL CAPITAL
    5. VALUES OF NATIONAL INTELLECTUAL CAPITAL POLICY IMPLICATIONS
    6. COMPARING NATIONAL INTELLECTUAL CAPITAL IN TWO REGIONS DURING THE 2008 FINANCIAL CRISIS
    7. INTELLECTUAL CAPITAL EXPLAINS A COUNTRY’S RESILIENCE TO FINANCIAL CRISIS
    8. CONCLUSION
    9. APPENDIX: THE CALCULATION OF NIC SCORES
  13. Chapter 6: The Role of Intellectual Capital in Business Model Innovation
    1. ABSTRACT
    2. THE CHANGING MANUFACTURING SECTOR
    3. SUCCESS IN LOW COST VS. HIGH COST ENVIRONMENTS
    4. INTEGRATED INNOVATION
    5. INNOVATION STRATEGY AND INNOVATION MANAGEMENT SYSTEM
    6. BEST PRACTICE INNOVATION MANAGEMENT SYSTEM
    7. VALUE CREATING INNOVATION
    8. EFFICIENCY IMPROVING INNOVATIONS
    9. INTRODUCTION TO AND OBJECTIVE OF THE STUDY
    10. SAMPLE SELECTION
    11. METHODOLOGY
    12. FINDINGS
    13. GENERAL DISCUSSION
    14. THE ROLE OF INTELLECTUAL CAPITAL
    15. APPENDIX
  14. Chapter 7: Complex Adaptive Systems Thinking Approach for Intelligence Base in Support of Intellectual Capital Management
    1. ABSTRACT
    2. INTRODUCTION
    3. STRATEGIC CONTEXT OF AN ORGANIZATION
    4. COMPLEX ADAPTIVE SYSTEMS (CAS)
    5. DIMENSIONS OF SOCIAL SYSTEM
    6. CAS AND ORGANIZATIONS
    7. CYNEFIN FRAMEWORK
    8. CAPABILITY APPROACH
    9. VIRTUAL ORGANIZATION
    10. CONCLUSION
  15. Chapter 8: Human Resource Management for Innovative Capability Development in Malaysia’s New Economic Model
    1. ABSTRACT
    2. INTRODUCTION
    3. LITERATURE REVIEW
    4. IMPLICATIONS FOR RESEARCH AND PRACTICE
    5. CONCLUSION
  16. Chapter 9: Sustainable Intellectual Capital
    1. ABSTRACT
    2. INTRODUCTION
    3. PURPOSE AND OBJECTIVES
    4. CORPORATE SOCIAL RESPONSIBILITY AND INTELLECTUAL CAPITAL: TWO INNOVATIVE ASPECTS FOR RETHINKING THE CORPORATE REPORTING
    5. RESEARCH METHODOLOGY
    6. SUSTAINABLE INTELLECTUAL CAPITAL: (RE)CONSTRUCTING THE AGENDA
    7. CONCLUSION
  17. Chapter 10: The Role of Human Resource Strategies and Practices in Developing Intellectual Capital for Innovation in Nonprofit Organizations
    1. ABSTRACT
    2. INTRODUCTION
    3. CONTEMPORARY NONPROFIT CHALLENGES
    4. THE EMERGENCE OF THE IC CONCEPT AND HRM STRATEGIES AND PRACTICES
    5. THE ROLE OF HRM STRATEGIES AND PRACTICES IN DEVELOPING IC IN THE NONPROFIT CONTEXT
    6. FUTURE RESEARCH
    7. CONCLUSION
  18. Chapter 11: Intellectual Capital Disclosure in Sustainability Reports
    1. ABSTRACT
    2. INTRODUCTION
    3. LITERATURE REVIEW
    4. RESEARCH DESIGN
    5. RESEARCH METHODOLOGY
    6. DEFINING IC CATEGORIES
    7. MEASUREMENT OF IC DISCLOSURE
    8. RESULTS
    9. INTELLECTUAL CAPITAL IN THE SIX CASE STUDIES
    10. DISCUSSION AND CONCLUSION
  19. Chapter 12: Intellectual Capital and Business Performance in University Spin-Off Companies
    1. ABSTRACT
    2. INTRODUCTION
    3. DEFINITION OF INTELLECTUAL CAPITAL AND ITS COMPONENTS
    4. UNIVERSITY SPIN-OFF COMPANIES
    5. NON-STANDARD METHODS OF MANAGING UNIVERSITY SPIN-OFFS
    6. INTELLECTUAL CAPITAL IN UNIVERSITY SPIN-OFF COMPANIES
    7. SUMMARY
  20. Chapter 13: Exploration in Intellectual Capital Practice
    1. ABSTRACT
    2. INTRODUCTION
    3. A NEW IC MANAGEMENT REFERENCE MODEL
    4. MANAGING INTELLECTUAL CAPITAL
    5. OPEN ELICITATION OF IC VALUE TREE
    6. ACTIVITY-BASED KNOWLEDGE MAP
    7. AUTOMATIC REPORTING OF IC FROM UNSTRUCTURED INFORMATION
    8. CONCLUSION
  21. Chapter 14: Innovative Human Capital as a Core Strategy towards an Innovation-Led Economy
    1. ABSTRACT
    2. INTRODUCTION
    3. INNOVATIVE HUMAN CAPITAL AND INNOVATION
    4. SOCIAL EMBEDDEDNESS AND INNOVATIVE HUMAN CAPITAL
    5. PRO-INNOVATIVENESS ORGANISATIONAL ARCHITECTURE AND INNOVATIVE HUMAN CAPITAL
    6. LINKING SOCIAL EMBEDDEDNESS AND PRO-INNOVATIVENESS ORGANISATIONAL ARCHITECTURE TO INNOVATIVE HUMAN CAPITAL
    7. DISCUSSION AND CONCLUSION
  22. Compilation of References
  23. About the Contributors