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Mapping intellectual capital in a small manufacturing enterprise

Mapping intellectual capital in a small manufacturing enterprise The US$1.2 million company faces critical issues of management succession, business strategy, market expansion and innovative product improvements. These would prevent a steady flow of future potential earnings. The core knowledge resides in the management team who has worked in the factory from young. They have not patented the equipment designs or the proprietary processes. The first step in managing its intellectual capital uses the framework of the ISO 9000 standard to provide a mapping structure for capturing its core knowledge in products, process, management and customers. The focus on quality sets the context for shaping and organising the work of capturing its core knowledge. The ISO 9000 standard provides convenient categories for knowledge mapping, and presents a common language for consultant-client interaction during the mapping process. A limitation in using the ISO 9000 standard for knowledge mapping is its inability to map knowledge concerning the customer base and product opportunities. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Intellectual Capital Emerald Publishing

Mapping intellectual capital in a small manufacturing enterprise

Journal of Intellectual Capital , Volume 2 (1): 8 – Mar 1, 2001

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References (15)

Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
1469-1930
DOI
10.1108/14691930110380491
Publisher site
See Article on Publisher Site

Abstract

The US$1.2 million company faces critical issues of management succession, business strategy, market expansion and innovative product improvements. These would prevent a steady flow of future potential earnings. The core knowledge resides in the management team who has worked in the factory from young. They have not patented the equipment designs or the proprietary processes. The first step in managing its intellectual capital uses the framework of the ISO 9000 standard to provide a mapping structure for capturing its core knowledge in products, process, management and customers. The focus on quality sets the context for shaping and organising the work of capturing its core knowledge. The ISO 9000 standard provides convenient categories for knowledge mapping, and presents a common language for consultant-client interaction during the mapping process. A limitation in using the ISO 9000 standard for knowledge mapping is its inability to map knowledge concerning the customer base and product opportunities.

Journal

Journal of Intellectual CapitalEmerald Publishing

Published: Mar 1, 2001

Keywords: ISO 9000; Small‐to‐medium‐sized enterprises

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