Human capital cannot be owed by an organization because it is inherent in people, hence when people leave organizations, human capital leaves too. It encompasses how organization utilizes its people resources effectively as measured by innovation and creativity; structural capital, this is the supportive processes, infrastructure and organization’s databases which enhances the functionality of human capital. Structural capital may include hardware, buildings, software, patents, processes, information system, organization’s image, proprietary databases, and trademarks. Structural capital can also be classified into process, organization, and innovation capital. Intellectual properties are protected by trademarks and copyrights. Intangible assets include all other theory and talents through which an organization is run; and relational capital, which consists of supplier and customer relationships, trade names and trademarks, franchises, and licenses (Tayles et al., 2007). The perception that customer capital is distinct from structural and human capital shows its central importance to the worth of an organization. Even though intellectual capital may be similar to tangible assets in its potential to generate future cash flow, it is different radically from tangible capital in various respects: intellectual assets are not rival assets. Intellectual assets can be multiplexed unlike tangible assets that can only do one thing at a time; relational capital and human capital cannot be owned and are shared with suppliers, customers and employees. ...Show more
Intellectual capital is the difference between the market value and tangible assets (financial and physical) in value. Measuring the total performance and real value of the components of intellectual capital is a critical part of managing an organization in the age of information and knowledge economy, and to optimize the price of stock using intellectual asset leverage (Huang et al., 2013). …
The following paper deals with contemporary issues emerging in the business activities of MNCs and the concept of ethical leadership. In this context, the given passage of Niccolo Machiavelli’s ‘The Prince’ is starkly relevant to contemporary issues in management. It is asserted in the passage that whether it is prince, an individual or a company, all of them have to flow according to changing circumstances.
The author discusses the strategies in marketing and clears out that for companies to be successful in the current marketing environment, they should consider the vital roles of their consumers, employees and other stakeholders. They have to ensure that ethical issues are appropriately addressed during the operations of a company.
The sample, however for the two competing conclusions is different such that Bjork et al. (2010) focuses on the analysis of organizations that can be termed as large considering all four of the companies in his sample employ at least 500 staff members or above, on the contrary the findings of Laforet (2011) focus on the innovation processes at SMEs, that are organizations categorized as those which provide employment to a limited or specific number of employees depending on the legislations set by the particular country being studied.
executives has increased tremendously in the past and there has also been a significant decline in the programs in the field of nurse administrations. There has been a sudden shortage for nursing faculty in the recent past owing to the change in careers and retirement. Research
As the report declares knowledge management is an important strategic asset in the current corporate world in which all types of organizations are finding it necessary to invest in sufficient KM strategies to manage knowledge and information in a way such that the maximum benefits of the available knowledge can be extracted.
e technological changes and the changes in the business environment due to globalisation have increased the vitality of standardisation in the human resource management (Kossek, Lobel and Brown, 2006). The operation of the human resource management needs to be flexible as per
According to research, sharing knowledge, information and experience by means of narratives result in development of trust, transfer of tactical knowledge, cultivation of cultural norms, generation of emotional connections and facilitation of learning and unlearning (Patient,
that his overbearing stance was going to make him lose credibility if he did not work towards unifying the company goals with the resources in place. This opened him up to new possibilities that saw him gain as much as he could from his interactions, making it very easy to deal
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