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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... employees from 1993 to 1995 alone, is no slouch when it comes to corporate brainpower. But Tom Watson's old company was built on a different model from the one that Gates and Paul Allen used to make Microsoft. A look at the two ...
... employees from 1993 to 1995 alone, is no slouch when it comes to corporate brainpower. But Tom Watson's old company was built on a different model from the one that Gates and Paul Allen used to make Microsoft. A look at the two ...
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... employees majored in carbohydrate packing, sports franchises have, by luck or wit, become nimble Information Age businesses, renting the fixed assets they need and outsourcing whatever isn't a core competence. Only five of the twenty ...
... employees majored in carbohydrate packing, sports franchises have, by luck or wit, become nimble Information Age businesses, renting the fixed assets they need and outsourcing whatever isn't a core competence. Only five of the twenty ...
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... Employees change jobs every six months, rotating through the factory's four main work areas. After they have done a full circuit, everyone on the floor not only knows the job he is doing, but also knows how it depends on the workers ...
... Employees change jobs every six months, rotating through the factory's four main work areas. After they have done a full circuit, everyone on the floor not only knows the job he is doing, but also knows how it depends on the workers ...
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... employees of Corning, Inc., chiefly used their hands and worked with things; today, two thirds chiefly use their minds and work with concepts, data, and information. Automobile assembly workers who once had to heft a part and bolt it in ...
... employees of Corning, Inc., chiefly used their hands and worked with things; today, two thirds chiefly use their minds and work with concepts, data, and information. Automobile assembly workers who once had to heft a part and bolt it in ...
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... employees had. Today, between a third and two fifths of carmakers' new hires have at least some post-high school education, a number twice as high as it was less than a decade ago. Office work has been similarly transformed. Computers ...
... employees had. Today, between a third and two fifths of carmakers' new hires have at least some post-high school education, a number twice as high as it was less than a decade ago. Office work has been similarly transformed. Computers ...
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
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