| NERMIEN AL-ALI is a professor at the Franklin Pierce Law Center in Concord, New Hampshire, where she designed and teaches a course on intellectual capital management, the first of its kind at a U.S. law school. She began her career as the managing attorney of the Intellectual Property Department at Ibrachy Dermarkar, one of Egypt’s leading law firms, where she counselled multinational clients on IP issues. |
| Foreword by Gordon Smith Preface PART ONE: INTELLECTUAL CAPITAL MANAGEMENT CHAPTER l-lNTELLECTUAL CAPITAL MANAGEMENT AND THE KNOWLEDGE ECONOMY Introduction Intellectual Capital and Business Value-The Hidden Resource The Knowledge Economy-The Main Culprit Business Processes and the Fast Lane of Innovation-Join It or Pull Off the Highway Employees-The Knowledge Processors The Knowledge-Thirsty Customers Does a New Economy Require a New Business Management Approach？ IC-Enabled Dynamics and Transformation of Business Management: The Management of Minds IC-Enabled Dynamics and Transformation of Organizational Design The Democratic Organization-Fewer Layers and More Ambassadors IC-Enabled Dynamics and Transformation of Business Growth Strategies Diversify into the Business of Service: The High-Growth Sector Growth through Mergers, Acquisitions, and Strategic Alliances: To Merge or Not to Merge Growth and the Start-Up Business Model: The Idea Incubators The Required Competencies in the Knowledge Economy: Toward Strategic Intellectual Capital Management Knowledge Management-Increasing Your Organizational IQ Innovation Management-Systematize Your Collective Thinking Intellectual Property Management-Protect or Lose Organizational Culture-The Main Enabler Comprehensive Management of Intellectual Capital-Orchestrate Your Music CHAPTER 2-THE INTELLECTUAL CAPITAL MODEL What's In a Name？-Defining the Terms Frames of Reference-The IC Model and the Three Circles Value Creation-The Coming of the Pyramids Skandia's Navigator and the Human Focus The Core Competency Principle and Value Creation The IC Model, Core Competencies Model, and Management Learning from IBM, 3M, Xerox, Apple, Lucent, and Intel Recognition-The First Step in Managing IC Measuring Intellectual Capital IC Measurement Systems-What They Have in Common IC Measurement Models-An Overview The Balanced Scorecard The Intangible Asset Monitor-IC Measurement Is Not a Science but a Language The Navigator-Do Not Plan, Navigate The Value of IC Measurement Systems: Where Does All This Leave Us？ CHAPTER 3-INTELLECTUAL CAPITAL REPORTING The Limitation of Financial Reporting Analyzing IC Reporting Initiatives-The Two Approaches The First Approach-IC Reporting in Financial Statements The Second Approach-Separate IC Reporting Models The US Experience Science and Technology Indicators New Economy Index CHI Research The Knowledge Scorecard The European Experience Swedish Companies Danish IC Statements The Canadian Experience Total Value Creation (TVC) Method Global Initiatives The Global Reporting Initiative (GRI) Organization for Economic Cooperation and Development (OECD) Suggestions for Developing a Universal IC Reporting Model (UICR) CHAPTER 4-THE COMPREHENSIVE INTELLECTUAL CAPITAL MANAGEMENT (CICM) APPROACH The Stages of Business Management and the CICM Approach The First Stage-Managing IC as Raw Knowledge Resources The Second Stage-Managing IC as Innovation Resources The Third Stage-Managing IC as Intellectual Property The CICM Model-Not Another Set of Circles New Management Approach Making Sense-Overcoming Business Skepticism Synchronization and the Role of IC Strategy Unlocking the Mystery of Value Creation and Maximization Setting Objectives-Taking ICM to the Operational Level PART TWO: THE THREE STAGES OF INTELLECTUAL CAPITAL MANAGEMENT CHAPTER 5-THE KNOWLEDGE MANAGEMENT STAGE AND ORGANIZATIONAL IQ Organizational Memory Loss and Brain Drain What Is Knowledge？-Knowledge Is to Know! The Information/Knowledge Interface-Two Sides of a Coin or Two Levels of Consciousness The Individual/Organizational Knowledge Interface-One for All and All for One Knowledge Management-A Means to an End Strategizing Knowledge Management: Vision and the Role of Leadership …… PART THREE STEP-BY-STEP GUIDE TO THE CICM MODEL INDEX |
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