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. |
Részletek a könyvből
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... expertise. Sometimes Westpac even shares with customers the details of its own profitability and asks for their help. After all—as I discuss in Chapter 9—customer capital is an asset that belongs to both the buyer and the seller ...
... expertise. Sometimes Westpac even shares with customers the details of its own profitability and asks for their help. After all—as I discuss in Chapter 9—customer capital is an asset that belongs to both the buyer and the seller ...
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... expertise with people who have expertise. They should be about connection, not collection. I see a second mistake being made by advocates of knowledge management. Too often they focus inside companies. Much of knowledge management has ...
... expertise with people who have expertise. They should be about connection, not collection. I see a second mistake being made by advocates of knowledge management. Too often they focus inside companies. Much of knowledge management has ...
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... expertise—its knowledge of how to run a network—by helping to build plants and manage power companies in Argentina, China, Ivory Coast, Portugal, Sweden, Ukraine, and elsewhere. Because knowledge and knowledge assets now have a reality ...
... expertise—its knowledge of how to run a network—by helping to build plants and manage power companies in Argentina, China, Ivory Coast, Portugal, Sweden, Ukraine, and elsewhere. Because knowledge and knowledge assets now have a reality ...
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... , not on the number of footnotes in her brief but on whether it makes a winning argument. The expertise to which a lawyer is most likely to defer is that of another member of her profession, not that of a boss. Indeed,
... , not on the number of footnotes in her brief but on whether it makes a winning argument. The expertise to which a lawyer is most likely to defer is that of another member of her profession, not that of a boss. Indeed,
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... expertise becomes more balkanized and firms begin to resemble confederacies of occupations rather than sleek pyramids of control ... When those in authority no longer comprehend the work of their subordinates, chains of command should ...
... expertise becomes more balkanized and firms begin to resemble confederacies of occupations rather than sleek pyramids of control ... When those in authority no longer comprehend the work of their subordinates, chains of command should ...
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