Organisational Capital

<p>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. </p><p>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. </p> <p>Introduction <em>Ahmed Bounfour</em> </p><p>Chapter 1: Organizational Capital: Concept, Measure, or Heuristic? <em>JC Spender</em> </p><p>Chapter 2: The Power and Frailty of Organisational Capital <em>Jan Mouritsen</em> </p><p>Chapter 3: An Intellectual Capital View of Business Model Innovation <em>Goran Roos</em> </p><p>Chapter 4: Knowledge, Recognition and "Communautalism" <em>Ahmed Bounfour</em> </p><p>Chapter 5: Designing Sequences for Knowledge Exchange:The Hau-Ba Model <em>Ahmed Bounfour and Gwenaëlle Grefe</em> </p><p>Chapter 6: Dynamic Capabilities of Communities <em>Ahmed Bounfour</em> </p><p>Chapter 7: The Dynamics of Self-renewal: A Systems-thinking to Understanding Organizational Challenges in Dynamic Environments <em>Pirjo Ståhle</em> </p><p>Chapter 8: Applying KVA Analysis, Risk Simulation and Strategic Real Options: The Shipyard Case <em>Christine L. Komoroski, Thomas Housel, Sandra Hom and Johnathan Mun</em> </p><p>Chapter 9: When IT Does Matter: Setting Up "Value Contracts" Between Stakeholders <em>Yves Caseau</em> </p><p>Chapter 10: Mapping Value Creation of Organizational Capital <em>Bernard Marr</em> </p><p>Chapter 11: Attention Management in Organizations: Four Levels of Support in Information Systems <em>Claudia Roda and Thierry Nabeth</em></p><p>Chapter 12: Leveraging Organizational Capital for Innovation: The Process of Marketing Knowledge Co-Creation <em>Florian Kohlbacher</em></p><p>Chapter 13: Organisational Capital and Competence Building <em>Anjali Bakhru</em> </p><p>Chapter 14: IT, Organisational Capital and The Reporting (Measurement) Issue <em>Ahmed Bounfour</em></p>