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Full Description
There is much debate as to how companies carry out their activities in the context of new information and communication technologies influencing organizations to decentralize and develop new managerial practises including outsourcing and networking. Recent theories have emphasized the importance of organization as a key component for building corporate competitive advantage and scholars have looked at this from a range of perspectives including in relation to intangible assets, human capital, work training and the process dimension. Yet the concept of organisational capital as such - in spite of its indubitable relevance and attractiveness- is still to be clarified until now.
In this book the subject is approached in four ways. Firstly from an analytical perspective: what is the status of organisational capital as a concept and how is the defined; secondly from a ontological perspective: what type of (implicit) orders can be designed and implemented around organisations; thirdly from the measurement perspective: what kind of frameworks and what type of metrics can be prototyped; and finally the implementation perspective: how should organizations integrate the organisational capital perspective in the definition and implementation of their strategies for resources' allocation. The book provides the first multifaceted and international effort from a broad perspective, aiming at clarifying the concept of organisational capital and determining its analytical and operational implications.
Contents
Introduction Ahmed Bounfour
Chapter 1: Organizational Capital: Concept, Measure, or Heuristic? JC Spender
Chapter 2: The Power and Frailty of Organisational Capital Jan Mouritsen
Chapter 3: An Intellectual Capital View of Business Model Innovation Goran Roos
Chapter 4: Knowledge, Recognition and "Communautalism" Ahmed Bounfour
Chapter 5: Designing Sequences for Knowledge Exchange:The Hau-Ba Model Ahmed Bounfour and Gwenaëlle Grefe
Chapter 6: Dynamic Capabilities of Communities Ahmed Bounfour
Chapter 7: The Dynamics of Self-renewal: A Systems-thinking to Understanding Organizational Challenges in Dynamic Environments Pirjo Ståhle
Chapter 8: Applying KVA Analysis, Risk Simulation and Strategic Real Options: The Shipyard Case Christine L. Komoroski, Thomas Housel, Sandra Hom and Johnathan Mun
Chapter 9: When IT Does Matter: Setting Up "Value Contracts" Between Stakeholders Yves Caseau
Chapter 10: Mapping Value Creation of Organizational Capital Bernard Marr
Chapter 11: Attention Management in Organizations: Four Levels of Support in Information Systems Claudia Roda and Thierry Nabeth
Chapter 12: Leveraging Organizational Capital for Innovation: The Process of Marketing Knowledge Co-Creation Florian Kohlbacher
Chapter 13: Organisational Capital and Competence Building Anjali Bakhru
Chapter 14: IT, Organisational Capital and The Reporting (Measurement) Issue Ahmed Bounfour
