Difference between revisions of "Intellectual capital"
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== Summary== | == Summary== | ||
== Description== | == Description== | ||
| − | + | Organizational competency can be described in terms of human, structural and relational capital. The model described in Fig 1 is based on an [[Intellectual capital|intellectual capital]] model presented in Reference [9]. | |
| − | + | [[File:Intellectual capital.png|thumb|right|500px|Fig 1. Components of organizational competency. Developed based on Ref [9].]] | |
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| − | + | Human capital is the [[Knowledge|knowledge]] and competencies embedded in people and groups. It is the type of capital that people take with them when they leave the office. | |
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| + | Structural capital consists of the policies, formal and informal processes, [[Data|data]] and [[Information|information]] owned by the organization, culture, communities and networks. To emphasize the different nature of the items under structural capital, it has been divided into formal and informal part. | ||
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| + | Relational capital is the external relationships the organisation has with other organisations and individuals. This can include e.g. the relationships between an operating organisation and the vendor or the relationship the organisation has with its retired experts. | ||
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| + | The components of organizational competency are not independent of each other. Informal structural capital includes [[Knowledge processes|knowledge processes]] which affect human capital. The processes for managing human capital e.g. qualification requirements are part of formal structural capital. The relational capital affects structural capital via information transferred from other organizations, e.g. maintaining the design bases information and transferring it from design organisations to the operating organisation. Relational capital can also increase human capital e.g. via cross-organizational networks. | ||
== References == | == References == | ||
Revision as of 16:03, 28 October 2013
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Definition
Intellectual capital is A model used for describing organizational competency and consists of human, structural and relational capital, or the sum of all the intellectual material, such as knowledge, information, intellectual property, experience, which can be put to use to create wealth Source: Planning and Execution of Knowledge Management Assist Missions for Nuclear Organizations
Summary
Description
Organizational competency can be described in terms of human, structural and relational capital. The model described in Fig 1 is based on an intellectual capital model presented in Reference [9].
Human capital is the knowledge and competencies embedded in people and groups. It is the type of capital that people take with them when they leave the office.
Structural capital consists of the policies, formal and informal processes, data and information owned by the organization, culture, communities and networks. To emphasize the different nature of the items under structural capital, it has been divided into formal and informal part.
Relational capital is the external relationships the organisation has with other organisations and individuals. This can include e.g. the relationships between an operating organisation and the vendor or the relationship the organisation has with its retired experts.
The components of organizational competency are not independent of each other. Informal structural capital includes knowledge processes which affect human capital. The processes for managing human capital e.g. qualification requirements are part of formal structural capital. The relational capital affects structural capital via information transferred from other organizations, e.g. maintaining the design bases information and transferring it from design organisations to the operating organisation. Relational capital can also increase human capital e.g. via cross-organizational networks.
