[商业策略].Business.Strategy-Week_5.pptVIP

Why Intellectual Assets? * Business Strategy Rob Giberson Week 5 Intellectual Capital BUS 400  Strategic Management Process Stakeholder Preference Environment Competitive, Intl, Social, Technical, Economic, Political Resources Capital, Equipment, Land, Intellectual, Functional Capabilities Performance Financial, Operational, Strategic Strategy Mission/Vision/Objectives Competitive Position Competitive Advantage Organization Structure, Reward system, Staffing, Leadership, Support systems Shunpei Yamazaki (1811) Kia Silverbrook (1646) Donald Weder (1350)  Value Chain Analysis General administration Human resource management Technology development Procurement Inbound logistics Operations Outbound logistics Marketing and sales Service The Central Role of Knowledge in Today’s Economy How do companies create value in the knowledge-intensive economy? Human capital (individual capabilities, knowledge, skills, and experience of the company’s employees and managers) Social capital (the network of relationships that individuals have throughout the organization) Knowledge Explicit knowledge Tacit knowledge Human Capital: Three Interdependent Activities Intangible and Tangible Resources Intangible and Tangible Resources Intangible and Tangible Resources Competitive Advantage The Vital Role of Social Capital Attraction, development and retention of talent is a necessary but not sufficient condition for creating competitive advantage Knowledge workers often are more loyal to their colleagues and profession than to their employer How Social Capital Helps Attract and Retain Talent Hiring via personal (social) networks Some job candidates may bring other talent with them Emigration of talent from an organization to form start-up ventures Can provide mechanism for obtaining resources and information from outside the organization Using Technology to Leverage Human Capital and Knowledge Retaining knowledge when employees leave Information technology can save som