Making the Business Case for Managing Intellectual Capital
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This document discusses intellectual capital and methods for estimating its value within organizations. It defines intellectual capital as the group of knowledge assets that contribute most significantly to an organization's competitive position and value added for stakeholders. Intellectual capital includes human capital, structural capital, and relational capital. The document outlines several methods for estimating the value of intellectual capital, including calculating the difference between a company's market value and book value, Baruch Lev's method of matching assets to earnings, and using balanced scorecards and key performance indicators like Skandia's Navigator model.
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Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources
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Ratio of Market Value to Book Value
for Selected Companies
Exhibit 4.1 Ratio of Market Value to Book Value for Selected Companies
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Assets such as
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Customer relationships
Company values
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The Central Role of Knowledge
in Today’s Economy
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Human Capital: The Foundation
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Attracting Human CapitalHire for attitude, train for skillEmphasis onGeneral knowledge and experienceSocial skillsValuesBeliefsAttitudes
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Study of Knowledge Management Articles:
Part 1: A Critical Review Of Knowledge Management As A Management Tool.
Part 2: The Use Of Tacit Knowledge Within Innovative Companies: Knowledge Management In Innovative Enterprises.
Part 3: Knowledge Management and Process Performance.
Part 4: Knowledge Outsourcing.
Impact of of Knowledge Management on Organisation- Issues
Management is what managers do. The document discusses the importance of knowledge management in modern organizations. It defines knowledge management as processes to generate, capture, codify and transfer knowledge across an organization to achieve competitive advantage. Key benefits include facilitating decision-making, building learning organizations, and stimulating cultural change and innovation. Successful knowledge management requires participation from employees, appropriate technology solutions, and standardized processes for knowledge contribution and retrieval. It also outlines six key knowledge assets in an organization.
Knowledge Management
This document discusses knowledge management and related technologies. It covers several topics:
1. It discusses various technologies associated with knowledge management, including internet, intranets, data warehousing, data mining, AI, expert systems, and more.
2. It identifies key technological drivers of knowledge management, such as intranets/extranets, object technologies, data integration standards, and software platform competition.
3. It describes the traits of effective knowledge management tools, including context sensitivity, user sensitivity, flexibility, heuristic task alignment, and suggestive interaction.
4. It distinguishes between information and knowledge, noting that knowledge involves experience, intuition, and wisdom, while information is what is contained in reference
Chap005
The document discusses various frameworks for conducting internal analysis, including the resource-based view of the firm, value chain analysis, and SWOT analysis. The resource-based view examines a firm's unique bundle of tangible, intangible, and organizational resources. Value chain analysis divides a business into activities to better understand sources of competitive advantage. SWOT analysis assesses a firm's strengths, weaknesses, opportunities, and threats to develop effective strategies.
Features and key processes in knowledge intensive firms
Features and key processes in knowledge intensive firms Al-Qurmoshi Institute of Business Management, Hyderabad
The document discusses features of knowledge intensive firms (KIFs). It defines KIFs as firms where most work is intellectual in nature and employees are highly educated. Key characteristics include relying on intellectual capital rather than physical capital, and applying expertise to solve complex problems. The document describes the HR practices of a typical KIF, noting they emphasize informal learning and knowledge sharing across projects. Recruitment focuses on cultural fit, and development involves cross-project rotation to broaden skills and share knowledge throughout the organization.Knowledge management
Why it is important to ensure the tacit knowledge of the employees are retained within the organization for continuous improvement?
Knowledge Management Solution
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
Identifying and Managing Sources of Business Growth
The document discusses identifying and managing sources of business growth. It notes that the human dimension, including customer/supplier relationships, talent development, and intellectual capital, represent a major shift and provide the greatest value for many organizations. Effective human capital management can provide a competitive advantage. The document recommends that organizations embed human capital strategy within overall business strategy, get the right information and translate it into actionable insights, leverage relevant skills to bring credibility to data and actions, and structure the organization to encourage collaboration between functions like finance and HR.
Knowledge managementl
Knowledge management involves capturing an organization's collective expertise and facilitating its sharing for re-use. It includes both explicit knowledge stored in documents and tacit knowledge held by individuals. Effective knowledge management relies on organizational culture and leadership support, as well as information technology systems to organize and transfer both types of knowledge. The goal is to generate value from intellectual assets and shorten learning curves.
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Making the Business Case for Managing Intellectual Capital
- 1. 2 Making the Business Case for Managing Intellectual Capital Instructor: Dr. Ijaz A. Qureshi Submitted By: Ayesha Khan Registration No: 51/FMS- MSTM-2014
- 2. 4- 2 What is Intellectual Capital? Intellectual capital is the group of knowledge assets that are attributed to an organization and most significantly contribute to an improved competitive position of this organization by adding value to defined key stakeholders. Marr and Schiuma (2001)
- 3. 4- 3
- 4. 4- 4
- 5. 4- 5 Explicit knowledge Processes Culture ReputationNetworks Implicit knowledge Skills Attitude Customer capital Total Capital Intellectual capital Human Capital Structural capital Relational capital Structure of Intellectual Capital
- 6. 4- 6 HUMAN CAPITAL Know How Education Vocational qualification Work related competencies
- 7. 4- 7 STRUCTURAL CAPITAL Intellectual property Patents Copyrights Design rights Trade secrets Trademarks Service marks Infrastructure assets Management philosophy Corporate culture Management processes Information systems Networking systems Financial relations
- 8. 4- 8 Relational Capital It is the value inherent in a company's relationships with its: Customers Vendor Distribution channels Business collaborations Licensing agreements
- 9. 4- 9
- 10. 4- 10 Methods for Estimating value of intellectual capital • A very simplified estimation of the value of the IC of a company is based on the difference between its stock market value (MV) and its classical book value (BV): Intellectual capital(IC)=Market value(MV)−Book value(BV)
- 11. 4- 11 Market Value and Book Value for Various Company Types
- 12. 4- 12 Matching assets to earnings Baruch Lev method Professor Baruch introducing a method using actual earnings independent of MV. Baruch Lev’s method uses both earnings and assets as data sources rather than relying purely on assets. By matching assets to earnings, organizations would be left with a figure they can use for comparisons with other companies, or for indicating that their own earnings from IC are going up or down.
- 13. 4- 13 The Balanced Scorecard ( BSC )
- 14. 4- 14 The Skandia IC Key Figure: Skandia Navigator Source : Adapted from data from Leif Edvinsson 12 and Skandia annual reports 1996, 1997
- 15. 4- 15