Chương 4 Nghiên Cứu Môi Trường Bên Trong

Chương 4 Nghiên Cứu Môi Trường Bên Trong

1. CHAPTER 4 Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources Copyright Anatoli Styf /Shutterstock

2. Learning Objectives After reading this chapter, you should have a good understanding of: 4-1 Why the management of knowledge professionals and knowledge itself are so critical in today’s organizations. 4-2 The importance of recognizing the interdependence of attracting, developing, and retaining human capital. 4-3 The key role of social capital in leveraging human capital within and across the firm. 4-4 The importance of social networks in knowledge management and in promoting career success. 4-5 The vital role of technology in leveraging knowledge and human capital. 4-6 Why “electronic” or “virtual” teams are critical in combining and leveraging knowledge in organizations and how they can be made more effective. 4-7 The challenge of protecting intellectual property and the importance of a firm’s dynamic capabilities.

3. The Importance of Intellectual Assets Consider. . . A company’s value is not derived solely from its physical assets. Rather it is based on knowledge, know-how, and intellectual assets – all embedded in people. In the knowledge economy , wealth is increasingly created by effective management of knowledge workers instead of by the efficient control of physical & financial assets.

4. The Central Role of Knowledge (1 of 2) Intellectual capital is a measure of the value of a firm’s intangible assets – the difference between a firm’s market value & book value. It includes these assets: Reputation Employee loyalty & commitment Customer relationships Company values Brand names Experience & skills of employees

5. 4- 5 Ratio of Market Value to Book Value Exhibit 4.1 Ratio of Market Value to Book Value for Selected Companies Source: www.finance.yahoo.com Note: The data on market valuations are as of January 5, 2015. All other financial data are based on the most recently available balance sheets and income statements.

6. The Central Role of Knowledge (2 of 2) Human capital includes the individual capabilities, knowledge, skills, and experience of the company’s employees and managers. Social capital includes the network of relationships that individuals have throughout the organization. Knowledge management is critical to organizational success. Knowledge includes: Explicit knowledge – codified, documented, easily reproduced, and widely distributed Tacit knowledge – in the minds of employees, based on their experiences and backgrounds

7. Question (1 of 2) Mary Stinson was required to take over a project after the entire team left the company. She was able to reconstruct what the team had accomplished through reading e-mails exchanged by the previous teams members. This is an example of using explicit knowledge. inefficient use of information management. using tacit knowledge. all of the above.

8. Human Capital Exhibit 4.2 Human Capital: Three Interdependent Activities

9. Attracting Human Capital Hire for attitude, train for skill - emphasis on: General knowledge & experience Social skills, values, beliefs, attitudes Use sound recruiting approaches & networking: Build a pool of qualified candidates Attract the “right” job candidates, not the greatest number of them Current employees may be the best source of new ones, so provide incentives for referrals Understand the value of millennials: Tech-savviness, ability to innovate Racially diverse

10. Developing Human Capital Training and development must take place at all levels of the organization. Requires the active involvement of leaders at all levels Includes mentoring & sponsoring lower-level employees Emphasizes the need to monitor progress & track development so knowledge can be shared Consider evaluating human capital to assess the “soft” skills. Use 360-degree.e evaluation & feedback systems

11. 4- 11 Evaluating Human Capital 360-degree evaluation and feedback systems address the limitations of the traditional approach to performance evaluation. Superiors, direct reports, colleagues, and even internal and external customers rate a person’s performance. 360-degree feedback systems complement teamwork, employee involvement, and organizational flattening.

12. 4- 12 Example: Evaluating Human Capital Exhibit 4.3 An Excerpt from General Electric’s 360-Degree Leadership Assessment Chart Source: Adapted from Slater, R. 1994. Get Better or Get Beaten: 152-155. Burr Ridge, IL: Irwin Professional Publishing Note: This evaluation system consists of 10 “characteristics” - Vision, Customer/Quality Focus, Integrity, and so on. Each of these characteristics has four “performance criteria.” For illustrative purposes, the four performance criteria of “Vision” are included.

13. Retaining Human Capital Retention mechanisms must prevent the transfer of valuable and sensitive information outside the organization. Help employees identify with an organization’s mission and values. Provide challenging work and a stimulating environment. Offer financial and nonfinancial rewards & incentives. Money is not the most important reason why people take or leave jobs. Investment in management & employee training, and recognition of efforts increase retention.

14. Enhancing Human Capital: Redefining Jobs & Managing Diversity Redefining jobs – breaking high-end knowledge work into specialized pieces - helps address skill shortages. Sound management of diverse workforces can improve an organization’s effectiveness & competitive advantages through Lower cost Better reputation, leading to resource acquisition Marketing sensitivity to client cultures Creativity through diversity of perspectives Better problem solving Greater organizational flexibility

15. Social Capital Social capital – the friendships and working relationships among talented individuals – helps tie knowledge workers to a given firm. Interaction, sharing, and collaboration will help develop firm-specific ties, with a higher probability of retaining key knowledge workers.

16. How Social Capital Helps Attract and Retain Talent Hiring via personal (social) networks: Some job candidates may bring other talent with them – the Pied Piper effect. Talent can emigrate from an organization to form startup ventures. Social networks can provide a mechanism for obtaining resources and information from outside the organization.

17. Social Networks Social network analysis depicts the pattern of interactions among individuals and helps to diagnose effective and ineffective patterns. Who links to whom within the network or cluster? Who communicates to whom and how effective is this communication? Social ties can link individuals so they can Convey needed resources. Exchange information & support. Treat each other in positive ways. Develop trusting relationships to improve the groups’ effectiveness.

18. Example: Social Network Analysis Exhibit 4.4 A Simplified Social Network Jump to Appendix 1 for long description.

19. Social Network Analysis Closure Relationships The degree to which all members of the social network have relationships with other group members Bridging Relationships Relationships in a social network that connect otherwise disconnected people

20. Social Networks: Implications for Career Success Effective social networks provide advantages for the firm AND for an individual’s career advancement. Access to private information communicated in the context of personal relationships Access to diverse skill sets – trading information or skills with people whose experiences differ from your own Access to power

21. Social Capital: Potential Downside Social capital does have some potential downsides. Groupthink Dysfunctional human resource practices Expensive socialization processes (orientation, training) Distortion or selective use of information to favor preferred courses of action

22. Using Technology to Leverage Human Capital and Knowledge Sharing knowledge and information throughout the organization Conserves resources Develops products and services Creates new opportunities Technology can leverage human capital & knowledge Within the organization With customers With suppliers

23. Networks & Electronic Teams: Share Information & Enhance Collaboration Using networks to share information and develop products and services Through e-mail Through an intra-company news feed Using electronic teams or e-teams to accelerate product development Advantages: few geographic constraints; access to multiple social contacts Challenges: failure to identify team members with the most appropriate knowledge and resources; low cohesion, low trust, lack of shared understanding creates “process loss”

24. Question (2 of 2) Which of the following is NOT an advantage of electronic teams (e-teams)? They can facilitate communication. They have the potential to acquire a broader range of human capital. They can be effective in generating social capital. They’re less flexible in responding to unanticipated work challenges.

25. Codifying Knowledge for Competitive Advantage Explicit (codified) knowledge Can be documented Can be widely distributed Can be easily replicated Can be reused many times at very low cost Tacit knowledge Embedded in personal experience Shared only with the consent and participation of the individual Has the organization effectively used technology to codify knowledge for competitive advantage?

26. Protecting Intellectual Assets Intellectual property rights are more difficult to define and protect than property rights for physical assets. Unlike physical assets, intellectual property can be stolen. If intellectual property rights are not reliably protected by the state, there will be no incentive to develop new products and services.

27. Protecting Intellectual Assets Through Dynamic Capabilities Dynamic capabilities involve the capacity to build and protect a competitive advantage. Requires knowledge, assets, competencies, and complementary assets & technologies Requires the ability to sense & seize new opportunities, generate new knowledge, and reconfigure existing assets & capabilities Include internal processes & routines that enable product development, strategic decision making, alliances, or acquisitions

28. Summary: Creating Value Through Intellectual Assets Human capital : Does the organization effectively attract, develop, and retain talent? Does the organization value diversity? Social capital : Does the organization have positive personal and professional relationships among employees? Do the social networks within the organization have the appropriate levels of closure and bridging relationships? Technology : Does the organization effectively use technology to transfer best practices across the organization, codify knowledge, and develop dynamic capabilities for competitive advantage?