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Walter Schroeder Library, Milwaukee School of Engineering
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Neuman, David A.
Subjects
Professional corporations -- Management.
Organizational effectiveness
Intellectual capital
MSEM Thesis.
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Neuman, David A.
by title:
Building an intellec...
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Building an intellectual capital strategy for a professional services organization / by David A. Neuman.
by
Neuman, David A.
Subjects
Professional corporations -- Management.
Organizational effectiveness
Intellectual capital
MSEM Thesis.
Description:
v, 96 leaves : ill. ; 29 cm.
Contents:
Advisor: Dr. Paul Hudec.
Committee member(s): Gene Wright.
Introduction -- The information revolution -- The new economy -- Defining an intellectual capital strategy -- Building the intellectual capital strategy -- Implementing the intellectual capital stragegy -- Measuring the ROI of the intellectual capital strategy -- Conclusions and recommendations.
The Information Revolution ushered in a New Economy in which the keys to generating value are not the same as those in the Industrial Economy. The foundation of the New Economy will be knowledge, or intellectual capital, more so than physical capital and manual labor. Many have written and presented theories, techniques, and strategies for maximizing an organization's knowledge and ability to generate value from that collective knowledge. However, these strategies need to be integrated into a single intellectual capital strategy focused on creating the workforce of tomorrow.
An intellectual capital strategy is a multi-faceted strategy that targets the intellectual capital-based capabilities of an organization. An intellectual capital strategy that includes the aspects of organizational maturity, organizational learning, communities of practice, and performance management will increase an organization's ability to generate value from its intellectual capital. The maturity of an organization sets the workforce foundation that allows the other aspects of the strategy to be implemented. Organizational learning focuses on the development of intellectual capital both at an individual and organizational level. Communities of practice provide the informal organizational structure that allows knowledge workers to collaborate across the organization for the benefit of the community as well as the organization. And finally, new performance management methodologies make it easier to measure and manage an organization built on an intangible asset--knowledge.
Professional service organizations are purely human capital organizations whereby value is generated when human capital is converted into tangible services consumed by its customers. Successful service organizations of all sizes must focus not only on the delivery of services, but must equally focus on the continuous development and expansion of their human capital in order to be able to respond to the needs of their customers in the future. Rockwell's Automation's Global Manufacturing Solutions business is a global professional services organization that provides eight different service capabilities to its customers, and delivers these services through an organization that spans geographically around the world. An intellectual capital strategy as defined in this paper would support its continuing transformation into an agile multi-capability organization that can make its intellectual capital a competitive advantage. The strategy would help the management team build a distributed knowledge organization, build expertise, manage multiple capabilities, and measure and manage human performance more effectively. Therefore, this paper provides recommendations on how to implement an intellectual capital strategy within Rockwell Automation's Global Manufacturing Solutions business to maximize its effectiveness as a knowledge-intensive service organization.
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Walter Schroeder Library
Master's Theses
AC805 .N48 2002
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