Intellectual Capital: The new wealth of organizationCrown, 2010. szept. 22. - 320 oldal Visionary in scope, Intellectual Capital is the first book that shows how to turn the untapped knowledge of an organization into its greatest competitive weapon. Thomas A. Stewart demonstrates how knowledge--not natural resources, machinery, or financial capital--has become the most important factor in economic life. Through practical advice, stories, and case histories, Stewart reveals how organizations and individuals can create and use the knowledge assets they need. Dazzling in its ability to make conceptual sense of the economic revolution we are living through, this ingenious book cuts through the vague rhetoric of "paradigm shifts" to show how the Information Age economy really works. Intellectual Capital should be read as if the futures of your company and your career depend on it. They do. |
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1 - 5 találat összesen 75 találatból.
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... importance of intellectual capital continues to grow, in the economy as a whole and in every company I can think of, and in most cases it is now knowledge that gives one company an advantage over another, rather than, say, physical ...
... importance of intellectual capital continues to grow, in the economy as a whole and in every company I can think of, and in most cases it is now knowledge that gives one company an advantage over another, rather than, say, physical ...
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... . In the past eighteen months, I've come to think it's a valuable distinction, and especially important to keep in mind as knowledge management becomes the rage. Intellectual working capital is workaday information—the flow or.
... . In the past eighteen months, I've come to think it's a valuable distinction, and especially important to keep in mind as knowledge management becomes the rage. Intellectual working capital is workaday information—the flow or.
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... important, not the money the budget committee has allocated to knowledge management. This inward focus may have come about because the two groups most often charged with knowledge management are staff functions—human resources and ...
... important, not the money the budget committee has allocated to knowledge management. This inward focus may have come about because the two groups most often charged with knowledge management are staff functions—human resources and ...
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... important to remember, however, that this stuff is very new. Few corporations have more than four or five years' experience managing intellectual capital. The technology that supports intranets and other knowledge-management systems is ...
... important to remember, however, that this stuff is very new. Few corporations have more than four or five years' experience managing intellectual capital. The technology that supports intranets and other knowledge-management systems is ...
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... important, CFO and CEOs are beginning to hear stories about success, expressed in terms of money. About how knowledge management has brought Xerox documented savings of over $100 million and Ford of over $300 million, for example. For ...
... important, CFO and CEOs are beginning to hear stories about success, expressed in terms of money. About how knowledge management has brought Xerox documented savings of over $100 million and Ford of over $300 million, for example. For ...
Tartalomjegyzék
1 | |
3 | |
18 | |
The Knowledge Worker | 37 |
Content | 53 |
The Hidden Gold | 55 |
The Treasure Map | 65 |
Human Capital | 79 |
Customer Capital Information Wars and Alliances | 142 |
Connection | 167 |
The New Economics of Information | 169 |
The Network Organization | 181 |
Your Career in the Information Age | 199 |
Afterword | 219 |
Tools for Measuring and Managing Intellectual Capital | 223 |
Notes | 249 |
Structural Capital I Knowledge Management | 107 |
Structural Capital II The Danger of Overinvesting in Knowledge | 128 |
Index | 265 |
Más kiadások - Összes megtekintése
Intellectual Capital: The New Wealth of Organizations Thomas A. Stewart Nincs elérhető előnézet - 1997 |
Gyakori szavak és kifejezések
accounting airline bank become billion boss brainpower career CHAPTER communities of practice company's competitors consultant corporate cost create customer capital databases economic economist electronic employees Erik Brynjolfsson example expertise factory firm Fortune Harvard Business School human capital ideas important industry Information Age information technology intangible assets Intangible Economy intel intellectual assets intellectual capital Interview inventory investment Judy Lewent knowl knowledge assets knowledge management knowledge workers labor less leverage look Lotus Notes machines manufacturing measure ment Merck MicroAge Microsoft organization organizational outsource pany percent physical profit project manager reengineering Saint-Onge Says sell share skills someone spending Stewart strategy structural capital stuff suppliers tacit knowledge talent tangible There's tion U.S. Department valuable what's worth York