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A model for generating intellectual capital

A model for generating intellectual capital Details that stock‐market valuations of many companies reflect values of intangible intellectual assets — but in thee firms managers can rarely even define what intellectual capital is, let alone how to use or promote it for the firm's best interests. Defines codified knowledge as ‘that can be written down, transferred and shared’, while tacit knowledge is ‘know how’ passed on only by on‐the‐job training and demonstration. Pinpoints five definitions that are required: intellectual capital; knowledge firms; human resource (human capital) structural capital; and complementary business assets. States that the two components of intellectual capital are human resources and intellectual assets and the two different management perspectives are value creation and value extraction, and these last two need to come together to become a clear management focus. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

A model for generating intellectual capital

Kippenberger, T
The Antidote , Volume 2 (2): 2 – Apr 1, 1997
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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006411
Publisher site
See Article on Publisher Site

Abstract

Details that stock‐market valuations of many companies reflect values of intangible intellectual assets — but in thee firms managers can rarely even define what intellectual capital is, let alone how to use or promote it for the firm's best interests. Defines codified knowledge as ‘that can be written down, transferred and shared’, while tacit knowledge is ‘know how’ passed on only by on‐the‐job training and demonstration. Pinpoints five definitions that are required: intellectual capital; knowledge firms; human resource (human capital) structural capital; and complementary business assets. States that the two components of intellectual capital are human resources and intellectual assets and the two different management perspectives are value creation and value extraction, and these last two need to come together to become a clear management focus.

Journal

The Antidote – Emerald Publishing

Published: Apr 1, 1997

Keywords: Professionals; Knowledge intensive workers; Ownership

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