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INTELLECTUAL CAPITAL & KNOWLEDGE MANAGEMENT

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INTELLECTUAL CAPITAL & KNOWLEDGE MANAGEMENT Fachochshule Frankfurt an Main March -2008, Sept.-2009 18th-27th, March-2013 Prof. Dr. Irene Mart n Rubio * – PowerPoint PPT presentation

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Title: INTELLECTUAL CAPITAL & KNOWLEDGE MANAGEMENT


1
INTELLECTUAL CAPITAL KNOWLEDGE MANAGEMENT
  • Fachochshule Frankfurt an Main
  • March -2008, Sept.-2009
  • 18th-27th, March-2013
  • Prof. Dr. Irene Martín Rubio

2
INTELLECTUAL CAPITAL KNOWLEDGE MANAGEMENT
OUTLINE
  • Introduction
  • Knowledge Age Innovation
  • 1.1. The concept of Organization
  • Knowledge Management
  • Data, Information, Knowledge, Competence
  • Spiral of Knowledge
  • Tacit vs. Explicit Knowledge
  • CKO Chief Knowledge Officer
  • Organizational Learning
  • Learning Organization vs. Organizational Learning
  • Single Loope Learning vs. Double Loop Learning
  • Activities of Organizational Learning
  • Learn to Learn, Routines, Trust, Team Management
  • Intellectual Capital
  • Valuation of the Firm
  • Components of the Intellectual Capital Report
  • Intellectual Capital Navigator

3
Why are we here?
  • Duplicity Movie Trailer
  • http//www.youtube.com/watch?v3KqDuvMANb8
  • Duplicity- Why are we here?
  • http//www.youtube.com/watch?vGfoSukpWVos

4
INTRODUCTION
  • Knowledge Age Innovation
  • The Coming of New Organizations
  • 1.1. The concept of Organization
  • Why study organizations?
  • Effectiveness
  • Organizational Structure and Organizational
    Design
  • Organizational Design Theory
  • Contemporary Trends

5
21st Century Innovation Management
  • The high demand for new ideas and new product
    concepts in the knowledge economy posed a major
    challenge to the organizational innovative
    ability.

6
New sources of growth Knowledge-based capital
  • http//www.oecd.org/sti/industryandglobalisation/n
    ewsourcesofgrowthknowledge-basedcapital.htm
  • http//ec.europa.eu/invest-in-research/policy/capi
    tal_report_en.htm
  • http//www.research-in-germany.de/main/research-la
    ndscape/rpo/networks-and-clusters/41830/10-2-leadi
    ng-edge-cluster-competition.html

7
KNOWLEDGE AGE
  • We soon discovered how essential it is for a
    multibusiness company to become an open, learning
    organization.
  • The ultimate competitive advantage lies in an
    organizations ability to learn and to rapidly
    transform that learning into action.
  • Jack Welch GE (1998)
  • !!!! AGILITY

8
KNOWLEDGE AGE
  • Information and knowledge are the thermonuclear
    competitive weapons of our time. Knowledge is
    more valuable and more powerful than natural
    resorces, big factories, or fat bankrolls
  • Thomas A. Stewart Intellectual Capital

9
KNOWLEDGE AGE INNOVATION MANAGEMENT
  • LIBERATING INNOVATION FROM BEING THE FUNCTION OF
    ONE DEPARTMENT (RD or NPD New Product
    Develpment) TO AN ACTIVITY TO WHICH EVERYONE
    CONTRIBUTES.
  • INNOVATION MANAGEMENT PROGRESSED INTO MANAGING AN
    INNOVATION PORTFOLIO ACROSS A SET OF DISPERSED
    INTERNAL AND EXTERNAL NETWORKS.

10
KNOWLEDGE AGE SOCIAL CAPITAL INNOVATION
  • Innovation Management involves knowing the skills
    and competencies
  • of employees across the whole organization (HUMAN
    CAPITAL) and
  • potential partners (SUPLIERS CUSTOMERS-
    RELATIONAL CAPITAL)
  • to forge the alliances that facilitate the
    innovation process.
  • !!! Enabling allocation of human and financial
    resources to meet stratetic prioriries

11
KNOWLEDGE AGE
  • Success in the Knowledge Age demands that we have
    the forsight and courage to let go of the
    Newtonian clockwork or machine metaphor on which
    most of our organizations are still founded and
    embrace the logic of self-organization or
    unmanagement.
  • INDUSTRIAL AGE Control and dissemination of
    explicit knowledge facts,instructions, rules and
    procedures- by the privileged few.
  • Organizations as machine.
  • Hierarchical and Bureacratic Organizations
  • Machine logic (control and predictability logic
  • KNOWLEDGE AGE Tacit Knowledge expertise,
    reasoning, judgment and insight.
  • Organizations as collective brain power (SOCIAL
    CAPITAL)
  • Bio-logic

12
KNOWLEDGE AGE - ORGANIZATIONS
  • Bio-logic
  • Social organizations are incompatible with
    formality, distance and contractualism if we want
    to explore and explote creativity (the human
    nature).
  • Social organizations proceed smoothly onl with
    intimacy, subtlety and trust.
  • PEOPLE are not simple a means of production. They
    are biological systems constantly seeking to
    fulfill their needs and aspirations.

13
KNOWLEDGE AGE
  • We have entered and era where knowledge is the
    primary source for wealth creation.
  • We now need to be comfortable with perceptual
    change, uncertainty, and complexity of our own
    making.
  • It requires an in-depth understanding of our
    evolved human qualities and the quest of
    serendipitous self-organizing systems or
    bio-logic.

14
The coming of New Organization (P. Drucker)
  • Information Communication Technology
  • Little Middle Management
  • A good deal of work is done in ad hoc teams as
    required by every project
  • Flat Structures

15
The coming of New Organization (P. Drucker)
  • Evolutions in the concept and structure of
    organizations
  • Beguining XX century
  • G. Siemens, Germany
  • Differentiation management from ownership
  • 2. 20s Modern Corporation
  • Du Pont, General Motors
  • Command-and-control organization
  • Organization of departments and divisions
  • 3. 90s
  • The organization of knowledge specialists
  • CKO (Chief Knowledge Officer
  • Data, Information, Action, Competitiveness
  • Motivation, Imagination, Creativity HUMAN
    NATURE
  • Increasing intellectual capital cannot be
    managed in the traditional sense, sit all sorts
    of new-age technologies and associated elaborate
    metholodgies

16
KM, IC, OL

Knowledge Management
Intellectual Capital
Organizational Learning
17
INTELLECTUAL CAPITAL KNOWLEDGE MANAGEMENT
  • Introduction
  • Knowledge Age
  • Knowledge Management
  • Data, Information, Knowledge, Competence
  • Spiral of Knowledge
  • Tacit vs. Explicit Knowledge
  • CKO Chief Knowledge Officer
  • Organizational Learning
  • Learning Organization vs. Organizational Learning
  • Single Loope Learning vs. Double Loop Learning
  • Activities of Organizational Learning
  • Learn to Learn, Routines, Trust, Team Management
  • Intellectual Capital
  • Valuation of the Firm
  • Components of the Intellectual Capital Report
  • Intellectual Capital Navigator
  • Case Studies

18
Accounting
  • Balance Sheet
  • ASSETS EquityLiability

Assets Non current assets Current Assets
Equity Liabilities Non-current
Liabilities Current Libilities
Source of financial resources FINANCING
Application of resources INVESTING
19
NON-CURRENT ASSETS
  • TANGIBLE ASSETS
  • Land, building, furniture, equipment
  • Physical substance. This assets can be bought or
    manufactured by the company
  • INTANGIBLE ASETS
  • Assets without physical substance
  • RESEARCH DEVELOPMENT
  • Research, development, patent
  • GOODWILL

20
GOODWILL
  • It is an intangible asset that compromises the
    value of all favourable attributes related to a
    business enterprise such as exceptional
    management, skilled employees, highly quality
    products, good and faithful customers which are
    very difficult to valuate separetely.
  • It is calculated as the excess of the cost over
    the fair market value of net assets acquired.-
  • In general, goodwill is not amortized because it
    is considered to have limited life, but it is
    reviewed for impairment every year.

21
Intangible Assets
  • Intangible Assets
  • Often fuzzy property rights
  • Interactions Teams equipments clients
  • Infrequent market transactions
  • Low General Awareness of transaction oportunity
  • High Possible Strategic Value

22
INTELLECTUAL CAPITAL
  • How to manage goodwill? IC-OL-KM
  • How to manage intangible assetss?
  • How to manage innovation?
  • KM KNOWLEDGE MANAGENT
  • How to measure IC?

23
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