INTELLECTUAL CAPITAL &
KNOWLEDGE MANAGEMENT
Fachochshule Frankfurt an Main
March -2008, Sept.-2009
18th-27th, March-2013
Prof. Dr. Irene Martín Rubio
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OUTLINE
INTELLECTUAL CAPITAL &
KNOWLEDGE MANAGEMENT
Introduction
1.
Knowledge Age & Innovation
1.1. The concept of Organization
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Knowledge Management
2.
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Data, Information, Knowledge, Competence
Spiral of Knowledge
Tacit vs. Explicit Knowledge
CKO: Chief Knowledge Officer
Organizational Learning
3.
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Learning Organization vs. Organizational Learning
Single Loope Learning vs. Double Loop Learning
Activities of Organizational Learning
Learn to Learn, Routines, Trust, Team Management
Intellectual Capital
4.
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•
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Valuation of the Firm
Components of the Intellectual Capital Report
Intellectual Capital Navigator
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Why are we here?
Duplicity – Movie Trailer
http://www.youtube.com/watch?v=3KqDuvMANb8
Duplicity- Why are we here?
http://www.youtube.com/watch?v=GfoSukpWVos
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INTRODUCTION

Knowledge Age & Innovation

The Coming of New Organizations
1.1. The concept of Organization
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Why study organizations?
Effectiveness
Organizational Structure and Organizational Design
Organizational Design Theory
Contemporary Trends
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21st Century Innovation Management
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The high demand for new ideas and new
product concepts in the knowledge economy
posed a major challenge to the
organizational innovative ability.
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New sources of growth:
Knowledge-based capital
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http://www.oecd.org/sti/industryandglobalisation/newsources
ofgrowthknowledge-basedcapital.htm
http://ec.europa.eu/invest-inresearch/policy/capital_report_en.htm
http://www.research-in-germany.de/main/researchlandscape/rpo/networks-and-clusters/41830/10-2-leadingedge-cluster-competition.html
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KNOWLEDGE AGE
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“We soon discovered how essential it is for
a multibusiness company to become an
open, learning organization.
The ultimate competitive advantage lies in
an organization’s ability to learn and to
rapidly transform that learning into action”.
Jack Welch – GE (1998)
!!!! AGILITY
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KNOWLEDGE AGE

“Information and knowledge are the
thermonuclear competitive weapons of
our time. Knowledge is more valuable
and more powerful than natural
resorces, big factories, or fat bankrolls”
Thomas A. Stewart –Intellectual Capital
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KNOWLEDGE AGE –
INNOVATION MANAGEMENT
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LIBERATING INNOVATION FROM BEING THE
FUNCTION OF ONE DEPARTMENT (R&D or
NPD New Product Develpment) TO AN ACTIVITY TO
WHICH EVERYONE CONTRIBUTES.
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INNOVATION MANAGEMENT PROGRESSED INTO
MANAGING AN INNOVATION PORTFOLIO ACROSS A
SET OF DISPERSED INTERNAL AND EXTERNAL
NETWORKS.
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KNOWLEDGE AGE –
SOCIAL CAPITAL & INNOVATION
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Innovation Management involves knowing
the skills and competencies
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of employees across the whole organization
(HUMAN CAPITAL) and
potential partners (SUPLIERS &
CUSTOMERS- RELATIONAL CAPITAL)
to forge the alliances that facilitate the
innovation process.
!!! Enabling allocation of human and
financial resources to meet stratetic prioriries
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KNOWLEDGE AGE
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Success in the Knowledge Age demands that we have the
forsight and courage to let go of the Newtonian clockwork or
machine metaphor on which most of our organizations are still
founded and embrace the logic of self-organization or
unmanagement.
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INDUSTRIAL AGE: Control and dissemination of explicit
knowledge –facts,instructions, rules and procedures- by the
privileged few.
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Organizations as machine.
Hierarchical and Bureacratic Organizations
Machine logic (control and predictability logic
KNOWLEDGE AGE: Tacit Knowledge: expertise, reasoning,
judgment and insight.
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Organizations as collective brain power (SOCIAL CAPITAL)
Bio-logic
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KNOWLEDGE AGE ORGANIZATIONS
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Bio-logic
Social organizations are incompatible with formality,
distance and contractualism if we want to explore
and explote creativity (the human nature).
Social organizations proceed smoothly onl with
intimacy, subtlety and trust.
PEOPLE are not simple a means of production.
They are biological systems constantly seeking to
fulfill their needs and aspirations.
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KNOWLEDGE AGE
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We have entered and era where knowledge
is the primary source for wealth creation.
We now need to be comfortable with
perceptual change, uncertainty, and
complexity of our own making.
It requires an in-depth understanding of our
evolved human qualities and the quest of
serendipitous self-organizing systems or
bio-logic.
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The coming of New Organization
(P. Drucker)
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Information & Communication
Technology
Little Middle Management
A good deal of work is done in ad hoc
teams as required by every project
Flat Structures
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The coming of New Organization
(P. Drucker)
Evolutions in the concept and structure of organizations
Beguining XX century
1.
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G. Siemens, Germany
Differentiation management from ownership
2. 20’s: Modern Corporation
Du Pont, General Motors
Command-and-control organization
Organization of departments and divisions
3. 90’s
The organization of knowledge specialists
CKO (Chief Knowledge Officer
Data, Information, Action, Competitiveness
Motivation, Imagination, Creativity : HUMAN NATURE
Increasing intellectual capital cannot be managed in the traditional
sense, sit all sorts of new-age technologies and associated elaborate
metholodgies
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KM, IC, OL
KM
OL
Organizational
Learning
Knowledge
Management
IC
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Intellectual Capital
INTELLECTUAL CAPITAL &
KNOWLEDGE MANAGEMENT
Introduction
1.
•
Knowledge Age
Knowledge Management
2.
•
•
•
•
Data, Information, Knowledge, Competence
Spiral of Knowledge
Tacit vs. Explicit Knowledge
CKO: Chief Knowledge Officer
Organizational Learning
3.
•
•
•
•
Learning Organization vs. Organizational Learning
Single Loope Learning vs. Double Loop Learning
Activities of Organizational Learning
Learn to Learn, Routines, Trust, Team Management
Intellectual Capital
4.
•
•
•
•
Valuation of the Firm
Components of the Intellectual Capital Report
Intellectual Capital Navigator
Case Studies
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Accounting
Balance Sheet
ASSETS = Equity+Liability
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Assets
Equity
Non –current
assets
Liabilities
Non-current Liabilities
Current Assets
Application of
resources
INVESTING
Current Libilities
Source of financial
resources
FINANCING
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NON-CURRENT ASSETS
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TANGIBLE ASSETS
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Land, building, furniture, equipment…
Physical substance. This assets can be
bought or manufactured by the company
INTANGIBLE ASETS
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Assets without physical substance
RESEARCH & DEVELOPMENT
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o
Research, development, patent
GOODWILL
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GOODWILL
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It is an intangible asset that compromises the value
of all favourable attributes related to a business
enterprise such as exceptional management, skilled
employees, highly quality products, good and
faithful customers… which are very difficult to
valuate separetely.
It is calculated as the excess of the cost over the
fair market value of net assets acquired.In general, goodwill is not amortized because it is
considered to have limited life, but it is reviewed for
impairment every year.
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Intangible Assets
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Intangible Assets
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Often fuzzy property rights
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Interactions Teams & equipments& clients
Infrequent market transactions
Low General Awareness of transaction
oportunity
High Possible Strategic Value
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INTELLECTUAL CAPITAL
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How to manage goodwill? IC-OL-KM
How to manage intangible assetss?
How to manage innovation?
KM: KNOWLEDGE MANAGENT
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How to measure IC?
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