Using intellectual assets as a success strategy

  • Human resources managers in a global environment requires a fundamental shift from traditional administrative personnel manager to intellectual capital management in the way the organization value work.
  • The forgotten assets are largest intangible and include
  • Human assets – knowledge, skills, creativity and experience
  • Intellectual assets – information, memoranda, illustrations and publications
  • Structural assets – culture, organization models, processes and procedures, distribution channels
  • Brand assets – awareness, reputation and goodwill.

(Source: Davis Kaila, Lynne Hall, Journal of Intellectual Capital, 2000)

Knowledge Mapping

  • The strategic role of human resource management According to Davenport (1999) categorizing and organizing knowledge should be a core competence for future organizations. Therefore human resource departments should contribute to
  • Deciding what knowledge is important
  • Developing a knowledge vocabulary
  • Creating indices and search tools, and
  • Constantly refining knowledge categories

Knowledge management activities should result in

  1. improving productivity, enhancing the business environment and increasing levels of innovation and
  2. assisting organizations to address human resource management problems on local and global levels
  3. Transform human resources managers into knowledge practitioners or facilitators, with responsibility for developing employee competence (Gustafson and Kleiner, 1994).

While effective knowledge management can be expensive, inefficient knowledge management is inevitably far more expensive.

(Source: Fawzy Soliman, Keri Spooner, Journal of Knowledge Management, 2000)

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