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RECOGNIZING A FIRMSINTELLECTUAL ASSETS:

HUMAN CAPITAL

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Using Technology to LeverageHuman Capital and Knowledge

Sharing knowledge and informationthrough the organization by means ofconserving resources, developingproducts and services, and creating new

opportunities of the organization.

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Using Technology to LeverageHuman Capital and Knowledge

Using Networks to Share Information:

E-mail as an effective means ofcommunication.

E-mail is quick, easy and almost

costless. But it may also cause problems.

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Using Technology to LeverageHuman Capital and Knowledge

Using Networks to Share Information:

E-mail can also cause embarrassment.

E-mail can communicate informationefficiently.

Technology can also enable sophisticatedforms of communication.

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Electronic TeamsUsing Technology to Enhance Collaboration

e-teams a team of individuals that completes tasksprimarily through e-mail communication

e-teams members either work in geographicallyseparated work places or they may work in the same

space but at different time. Most of the interactions among members of e-teams

occurs through electronic communication channel.

e-teams vs Traditional teams

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Example of softwares that supports e-teams

Google powered collaboration apps

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Example of softwares that supports e-teams

Microsoft Sharepoint

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Example of softwares that supports e-teams

Example of softwares that supportse-teams

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Example of softwares that supports e-teams

Oracle WebCenter

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Challenges

Members must identify the person thatcan provide most appropriate knowledgeand resources

E-team leaders and key members mustknow how to combine individualcontributions in the most effectivemanner.

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Challenges

Activities mentioned on the previous slideare

what they call identification and

combination

Teams that fail to perform them face a

process loss.

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Two Types of Knowledge

Tacit (Subjective Knowledge) Insights, intuitions, and hunches Knowledge of experience(body)

Rooted in individuals actions and experience,including ideals, values and emotions

Explicit (Objective Knowledge) Formal and systematic

Can be expressed in words and numbers Easily communicated and shared in form of hard

data, formula, codified procedures, or universalprinciples

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Issues to consider in Creating Valuethrough Human Capital, Social Capital, andTechnology

Human Capital

The set of skills which an employee

acquires on the job, through training andexperience, and which increase thatemployees value in the marketplace.

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Issues to consider in Creating Value throughHuman Capital, Social Capital, andTechnology

Social Capital It refers to the institutions, relationships, and norms

that shape the quality and quantity of a society's socialinteractions. Increasing evidence shows that socialcohesion is critical for societies to prosper economically

and for development to be sustainable.Technology Are the making, usage and knowledge of tools,

techniques, crafts, systems or methods of organizationin order to solve a problem or serve some purpose.

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Protecting the Intellectual Assetsof the Organization:

Intellectual Property and Dynamic Capabilities

Intellectual property (IP) is a term referring to a number ofdistinct types of creations of the mind for which a set ofexclusive rights are recognizedand the corresponding fieldsoflaw. Under intellectual property law, owners are grantedcertain exclusive rights to a variety ofintangible assets.

Musical

Literary

Artistic works

Discoveries

Inventions Words, phrases, symbols and designs

http://en.wikipedia.org/wiki/Exclusive_righthttp://en.wikipedia.org/wiki/Lawhttp://en.wikipedia.org/wiki/Intangible_assethttp://en.wikipedia.org/wiki/Intangible_assethttp://en.wikipedia.org/wiki/Lawhttp://en.wikipedia.org/wiki/Exclusive_right

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Protecting the Intellectual Assetsof the Organization:

Firms can use technology, attract human capital, or tap intoresearch and design networks to get access to pretty muchthe same information as their competitors.

Protecting a firms intellectual property requires a concertedeffort on the part of the company. After all, employeesbecome disgruntled and patents expire. Developing dynamiccapabilities is the only avenue providing firms with the abilityto reconfigure their knowledge and activities to achieve asustainable competitive advantage.

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Protecting the Intellectual Assetsof the Organization:

Management of Intellectual Property(IP) involves

Patents

Contracts with confidentially and noncomplete clauses

Copyrights

Development of trademarks

Intellectual Property rights

Intellectual property rights are more difficult to define andprotect than property rights for physical assets (e.g.,

plant,equipment and land). However, if intellectual propertyrights are not reliably protected by the state, there will be noincentive to develop new products and services.

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Protecting the Intellectual Assetsof the Organization:

Property rights have been enshrined in constitutions and rules of law in many countries. In theinformation era, though, adjustments need to be made to accommodate the new realities ofknowledge. Knowledge and information are fundamentally different assets from the physicalones that property right have been designed to protect.

The protection of intellectual rights raises unique issues, compared to physical property rights.IP is characterized by significant development costs and very low marginal costs. Indeed. It

may take a substantial investment to develop a software program, an idea, or a digital musictune. Once developed, though, their reproduction and distribution cost may be almost zero,especially if the Internet is used. Effective protection of intellectual property is necessarybefore any investor will finance such an undertaking. Appropriation of their returns is harderto police since possession and deployment are not as readily observable. Unlike physicalassets, intellectual property can be stolen by simply broadcasting it.

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Entails the capacity to buuild andprotect a competitive advantage.

Related to the entrepreneurial side of

the firm.

The ability of an organization tochallenge the conventional wisdom

within its industry and market. Examples: product development,

strategic decision making, alliances

and acquisitions.

Dynamic Capabilities

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Allows a firm to create series of temporaryadvantages through new resourceconfigurations.

Knowledge worker is the key to thesuccess in the marketplace.

Three- Legged Stool

Attraction

Development

Retention of Human Capital

Hiring for attitude training for skill