Building an Intellectual Capital Strategy at the Corporate Level

Patricia Seemann

Group 21, Switzerland

106424.2323@compuserve.com

Abstract

Knowledge Management and Intellectual Capital Management are frequenly approached from an operational and project related perspective. However, there are several indications that intellectual and financial capital are on a par in strategic relevance. For instance, the capital markets judge investment opportunities not only based on the Annual Report (which says something about past performance) but also on their assessment of a corporation's capability to deliver its strategy and to attract the requisite talent, key elements of Intellectual Capital (which says something about future performance).

What then does it mean to manage Intellectual Capital as a strategic resource? In this presentation we will discuss

- What is Intellectual Capital?

- What is the purpose of managing Intellectual Capital at the strategic level?

- What is the relevance and impact of the components of Intellectual Capital?

- How do you decide in which parts to invest?

- How do you introduce Intellectual Capital in a corporation?

- How are Intellectual Capital, knowledge management and organisational learning related?

- First experiences in generating business value

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The copyright of this paper belongs to the paper's authors. Permission to copy without fee all or part of this material is granted provided that the copies are not made or distributed for direct commercial advantage.

Proc. of the 2nd Int. Conf. on Practical Aspects of Knowledge Management (PAKM98)
Basel, Switzerland, 29-30 Oct. 1998,

(U. Reimer, ed.)

http://sunsite.informatik.rwth-aachen.de/Publications/CEUR-WS/Vol-13/