im105 report
TRANSCRIPT
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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