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Firm’s
Intellectual
Assets: Moving
Beyond a
Firm’s
Tangible
Resources
chapter 4
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education .
Learning Objectives
4-2
Consider…
A company’s value is not derived solely from
its physical assets. Rather it is based on
knowledge, know-how, and intellectual
assets – all embedded in people.
The Central Role of Knowledge
4-5
Exhibit 4.1 Ratio of Market Value to Book Value for Selected Companies
Source: www.finance.yahoo.com
Note: The data on market valuations are as of January 4, 2013. All other financial data are based on the most
recently available balance sheets and income statements.
The Central Role of Knowledge
4-7
Hire
for attitude, train for skill
Emphasis on:
General knowledge & experience
Social skills
Values
Beliefs
Attitudes
Attracting Human Capital
4-13
Sound
recruiting approaches to attract
human capital:
Building a pool of qualified candidates
The challenge becomes having the right job
candidates, not the greatest number of them
Networking
Current employees may be the best source of
new ones
Provide incentives for referrals
Example: Creative Hiring Practices
4-14
Closure Bridging
Relationships Relationships
Effective
collaboration requires
overcoming barriers:
The not-invented-here or hoarding barrier
(people aren’t willing to provide help)
The search barrier (people are unable to find
what they’re looking for)
The transfer barrier (people are unable to
work with people they don’t know well)
Overcoming Barriers to
4-26
Collaboration
Toencourage collaboration, leaders can
choose a mix of three levers:
Unification levers create compelling common
goals & articulate a strong value of cross-
company teamwork
People levers get the right people to
collaborate on the right projects through
T-shaped management
Network levers build nimble interpersonal
networks across the company
Social Networks: Implications for
Career Success
4-27
Social
capital does have some potential
downsides:
Groupthink
Dysfunctional human resource practices
Expensive socialization processes
(orientation, training)
Individuals may distort or selectively use
information to favor their preferred courses
of action
Using Technology to Leverage
Human Capital and Knowledge
4-29
Sharing
knowledge and information
throughout the organization
Conserves resources
Develops products and services
Creates new opportunities