Showing papers on "Organizational capital published in 2001"

Method, apparatus, and manufacture for facilitating a self-organizing workforce

Abstract: A system, method, and apparatus for facilitating a self-organizing workforce through payment and recognition incentives, configurable operating rules, and credentials to represent the reputations and organizational capital of individual workers. The system includes a worksite (6) having one or more configurable worksite rules (8) where one or more workers (2) may work on an idea. Work includes posting to a discussion about the idea (14), voting on the idea (16), and recommending an outcome for the idea (20). Worker credentials for each worker are updated based on a worker's work on the idea . The worker credentials include merit (22), which is a measure of the quantity, quality, and significance of work done; links (24), which is a function of what one worker thinks of another worker's work; wisdom (26), which reflects the worker's ability to spot a good idea; and, influence (28), which is a function of merit, links, and wisdom, and which reflects a worker's overall organizational capital .

Organizational Capital as a Strategic Field of Corporate Action

Abstract: This paper develops a framework of analysis of the dialectical relationship between the structure and capabilities of the firm and the competitive environment within which it operates in order to identify the key factors of corporate competitiveness. The nodal concept of this framework is “organizational capital” which denotes synergistic processes between 1) technological and financial corporate strategies, 2) knowledge management, and 3) their deployment for organizational learning and continuous adaptation of business models to a dynamically changing competitive environment. The framework is structured around three dimensions. The first advances an analysis of the pattern of economic change associated with the transition to the new economy with specific attention to the interaction between technology and finance. The second dimension concentrates on the changing patterns of economic valuation wit specific emphasis on the growing strategic importance of intangible assets of organizations, in particular organizational knowledge capabilities. The third dimension develops an analysis of the dynamics of organizational design with particular attention to learning process within knowledge-intensive organizations.